Integrative knowledge management and modelling supporting the EU-ToxRisk project

2016 ◽  
Vol 258 ◽  
pp. S20-S21
Author(s):  
Ferran Sanz
Keyword(s):  
2020 ◽  
Vol 12 (3) ◽  
pp. 43-56
Author(s):  
Sergii Illiashenko ◽  
Yuliia Shypulina ◽  
Nataliia Illiashenko ◽  
Olena Gryshchenko ◽  
Anna Derykolenko

AbstractThe research aimed to identify promising areas and outline problems associated with the transition of Ukrainian industrial enterprises towards advanced innovative development based on information and knowledge and to formulate recommendations for improving the knowledge management and commercialisation at these enterprises. The study used several methods for analysis, including a literature review; system, structural and statistical analyses; SWOT analysis; the inference method; and interpretation. The research efforts resulted in systemised major sources of knowledge in an enterprise and types of their utilisation. The performed analysis found the key ways to obtain and commercialise knowledge used by Ukrainian industrial enterprises. The results were compared with data of the EU countries. The analysis produced strengths and weaknesses of the existing knowledge management system used in Ukrainian enterprises. Strengths: growth in the number of enterprises producing new knowledge and implementing marketing and organisational innovations; intensified patent activity; and a rational structure of innovation-active enterprises by their size. Weaknesses: the new knowledge structure does not meet the needs of enterprises; an insignificant and unstable share of innovation-active enterprises in the total number of firms; and insignificant sales volumes of patents. The research revealed that Ukrainian enterprises had the potential ability to produce and commercialise new knowledge effectively and to use it as the basis to form, strengthen and implement relative competitive advantages, which would contribute to the innovative growth of the Ukrainian economy as a whole. Recommendations were designed for the formation of prerequisites necessary to improve the efficiency of knowledge management in the context of conditions required for the innovative development of domestic enterprises. The obtained results can be used as an information base for evaluating the system of knowledge production and commercialisation at Ukrainian enterprises to enhance the management and identify promising areas for innovative development.


2020 ◽  
Vol 6 ◽  
pp. 45
Author(s):  
Said Abousahl ◽  
Andrea Bucalossi ◽  
Victor Esteban Gran ◽  
Manuel Martin Ramos

The Euratom Research and Training Programme 2014–2018 and its extension 2019–2020 (the Euratom Programme) is implemented through direct actions in fission − i.e. research performed by the Commission's Joint Research Centre (JRC), and through indirect actions in fission– i.e. via competitive calls for proposals, and in fusion − i.e. through a comprehensive named-beneficiary co-fund action managed by the Commission's Directorate-General for Research & Innovation (RTD). The general objective of the Programme is “to pursue nuclear research and training activities with an emphasis on the continuous improvement of nuclear safety, security and radiation protection, in particular to potentially contribute to the long-term decarbonisation of the energy system in a safe, efficient and secure way.” The Programme is an integral part of Horizon 2020, the EU Framework Programme for Research and Innovation. The direct actions implemented by the JRC constitute an important part of the Euratom Programme and pursue specific objectives covering: nuclear safety, radioactive waste management, decommissioning, emergency preparedness; nuclear security, safeguards and non-proliferation; standardisation; knowledge management; education and training; and support to the policy of the Union on these fields. The JRC multi-annual work programme for nuclear activities fully reflects the aforementioned objectives. It is structured in about 20 projects, and allocates 48% of its resources to nuclear safety, waste management, decommissioning and emergency preparedness, 33% to nuclear security, safeguards and non-proliferation, 12% to reference standards, nuclear science and non-energy applications and 7% to education, training and knowledge management. To ensure that direct actions are in line with and complement the research and training needs of Member States, JRC is continuously interacting with the main research and scientific institutions in the EU, and actively participating in several technological platforms and associations. JRC also participates as part of the consortia in indirect actions, which allows JRC scientist to engage in top level scientific research, and yields maintaining and further developing JRC's scientific excellence. At the same time, the members of the consortia can have access to unique research infrastructure. The participation of JRC in indirect actions can be improved by exploiting synergies inside the Euratom Programme, and also with the future Horizon Europe Framework Programme. In preparation of the next Euratom Programme 2021–2025, two pilot projects on knowledge management and on open access to JRC research infrastructure will explore and test this improved involvement of JRC in indirect actions. The paper highlights some of the achievements of recent JRC direct actions with a focus on the interaction with EU MS research organisations, as well as some of the most important elements of the Commission Proposal for the next (2021–2025) Euratom Programme, with a focus on the new positioning of the JRC as regards its participation in indirect actions.


Organizacija ◽  
2010 ◽  
Vol 43 (4) ◽  
pp. 197-201 ◽  
Author(s):  
Helena Rudež

Knowledge Management in the Hotel Industry Before and After the Entry in the EU: The Case of SloveniaThe paper deals with the impact of the EU entry on knowledge management in the hotel industry in Slovenia. For this purpose, the empirical research on knowledge management was carried out among hotel managers. It explored the changes in knowledge management between 2003 and 2006; that is before and after Slovenia entered the EU. The research revealed a progress in this period of time in knowledge management goals definition, transformation of not-owned into owned knowledge, inclusion of knowledge management in business reports, identification and elimination of the gaps between planned and actual knowledge. On the other hand, there was no further progress in the field of strategies and policy of knowledge management, perception of the importance of knowledge management's measurement, development of measures of knowledge management and diminishment of barriers to knowledge development. Further, several recommendations are suggested for hotel managers.


Author(s):  
Florian Welter ◽  
Thomas Thiele ◽  
Olivier Pfeiffer ◽  
Anja Richert ◽  
Sabina Jeschke

Author(s):  
Florian Welter ◽  
Thomas Thiele ◽  
Olivier Pfeiffer ◽  
Anja Richert ◽  
Sabina Jeschke

2012 ◽  
Vol 20 (2) ◽  
pp. 173-181 ◽  
Author(s):  
Sakari Taipale

In the aftermath of the fall of the Iron Curtain, the European Union (EU) has included more and more new member states from Central and Eastern parts of the European continent. This enlargement process has increased the cultural diversity of the European community as new languages and minority groups have been subsumed into the EU. It is the purpose of this article to discuss the challenges that result from the EU's enlargement, together with the added intra-European mobility of cultures, that affect the national knowledge infrastructures. Based on recent social scientific scholarship on mobility and cultures, this article proposes that knowledge management in contemporary Europe is not only a technological or organisational issue but also a cultural question. Since people are free to move within the EU, it becomes of greater importance not only to increase our understanding of other cultures but also to ensure that member states can provide public services for EU citizens arriving from other cultural regimes. The paper shows that, because of the increased mobility of cultures, national knowledge infrastructures have to be opened and remodelled. New forms of collaboration between national knowledge systems are needed to guarantee the equal treatment of people representing different cultures in contemporary Europe.


2007 ◽  
Vol 3 (1) ◽  
pp. 79-94
Author(s):  
Gabriele G.S. Suder ◽  
J. Michael Payte

During recent years, the convergence of corporate governance has become a challenge to the European Commission. This paper explores the usability of knowledge management (KM) in the context of potential convergence; a management approach that is normally limited to application in management studies alone. Dynamic interaction continues as the EU and US are establishing convergence treatments. In this context, an innovative model is developed for the European level that drives harmonization along the co-evolution of the corporate environment and the organization itself through a community that deploys replicable codes of best practice.


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