Development of control processes of research and production subsystems at scientific enterprises of rocket and space engineering

2021 ◽  
pp. 3-9
Author(s):  
В.Е. Барковская ◽  
М.С. Абрашкин
Keyword(s):  
Production Management ◽  
Synergetic Effect ◽  
Spatial Models ◽  
Economic Structure ◽  
Management Process ◽  
Development Effectiveness ◽  
Logical Modeling ◽  
Knowledge Intensive ◽  
Technological Platforms ◽  
Science Intensity

В статье уточнено влияние процессов управления научно-исследовательской и производственной подсистемами наукоёмких предприятий РКМ на эффективность их развития. Доказано с использованием методов логико-абстрактного моделирования, что сложившаяся организационно-экономическая структура наукоёмких предприятий РКМ не совершенна и требует изменения управления научно-исследовательской и производственной подсистемами, совокупность которых за счёт синергетического эффекта, проявляемого во внутриорганизационной и межорганизационной интеграции, позволит дать оценку общей эффективности их развития. Проведен анализ показателей наукоемкости предприятий РКМ, который установил, что целесообразна их научно-производственная интеграция в пространственных моделях, внедрение и использование технологических платформ. The article specifies R&D and production management process upon knowledge-intensive rocket and space enterprises in respect or their development effectiveness. It is approved with the method of abstract logical modeling that contemporary organization and economic structure of the knowledge-intencive enterprises has to be modified in terms of R&D and production subsystem management. Both of them will lead to increase development by synergetic effect caused by inter- and cross- organization integration. The analysis of the indicators of the science intensity of enterprises of the knowledge-intensive rocket and space enterprises was carried out, it was established that their scientific and industrial integration in spatial models, the introduction and use of technological platforms is expedient.

Organizational and economic essence of management of the development of high-tech enterprises

2021 ◽  
pp. 28-35
Author(s):  
В.Е. Барковская ◽  
М.С. Абрашкин
Keyword(s):  
Industrial Relations ◽  
External Environment ◽  
Organizational Characteristics ◽  
High Tech ◽  
Management Process ◽  
High Susceptibility ◽  
Organizational System ◽  
Production Development ◽  
Knowledge Intensive

В статье исследованы подсистемы управления наукоёмким предприятием с позиций методологии и процесса управления. Отражены результаты исследования, включающие обоснование введения в научный оборот понятия «управление развитием наукоёмкого предприятия», под которым следует понимать управленческие воздействия на наукоёмкое предприятие как организационную систему, направленные на развитие отдельных подсистем и элементов, их взаимосвязей для качественного роста организационных характеристик и коммерциализацию производственного освоения результатов НИОКР. Концептуализирована организационно-экономическая сущность наукоёмких предприятий, предполагающая формирование научно-производственных отношений, обуславливающая их идентификацию как экономических субъектов с высокими инновационными свойствами и высокой восприимчивостью к состояниям внешней среды. The article examines the subsystems of management of a knowledge-intensive enterprise from the standpoint of the methodology and management process. The results of the study are reflected, including the rationale for the introduction into scientific circulation of the concept of «management of the development of a knowledge-intensive enterprise», which should be understood as managerial influences on a knowledge-intensive enterprise as an organizational system aimed at the development of individual subsystems and elements, their interconnections for the qualitative growth of organizational characteristics and commercialization of production development R&D results. The organizational and economic essence of science-intensive enterprises is conceptualized, which implies the formation of scientific and industrial relations, which determines their identification as economic entities with high innovative properties and high susceptibility to conditions of the external environment.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

scholarly journals Analysis of the Specifics of Effectiveness in High-Tech Companies

2020 ◽  
Vol 20 (4) ◽  
pp. 113-137
Author(s):  
Anton A. Goryushkin
Keyword(s):  
Production Management ◽  
Empirical Test ◽  
Global Market ◽  
European Countries ◽  
High Tech ◽  
Intensity Level ◽  
Eastern European ◽  
Knowledge Intensive ◽  
Student’S T ◽  
Eastern European Countries

High-tech sector is recognized as an important long-term priority for the development of any economy; therefore, purposeful support and encouraging the development of this sector requires highlighting the specificities of high-tech and knowledge-intensive companies. This study provides an empirical test of the existence of differences in some parameters between the companies in high-tech and traditional sectors of the economy with BEEPS microeconomic data base by the following characteristics: level of research and development intensity; level of personnel qualification; technological and financial capabilities; business orientation to the global market. The test is based on the Student’s t-test, i.e. statistical comparison of the average values of the parameters for the companies in the specified sectors. For verification, the data from direct surveys of domestic manufacturing and production service companies, the data from the surveys of companies from the EAEU countries and some Eastern European countries were used. It has been revealed that in Eastern European countries, high-tech companies of any sectors more heavily invest in R & D. In Russia, this is true only for the production sector. At the same time, the level of innovative activity for domestic production companies is generally consistent with the level of the companies in other countries under study. Like in many European companies, a significantly large proportion of domestic high-tech companies pays attention to the introduction of new methods f production, management, and product promotion. The need to acquire or rent equipment is equally important for high-tech and low-tech companies, and there are no significant differences in access to financial resources. It has been also revealed that the Russian high-tech production companies are more focused on the national market, whereas the low-tech companies are orientated to the local one. At the same time, the high-tech business is still characterized by a higher share of products shipped for export as compared to the average level of industrial exports.

scholarly journals Knowledge management in knowledge-intensive organisations: Understanding its benefits, processes, infrastructure and barriers

2019 ◽  
Vol 21 (1) ◽  
Author(s):  
Alfred H. Mazorodze ◽  
Sheryl Buckley
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Quantitative Data ◽  
Knowledge Flow ◽  
Management Process ◽  
Organisational Structure ◽  
Organisational Performance ◽  
Microsoft Excel ◽  
Research Findings ◽  
Knowledge Intensive

Background: Knowledge management aims to improve organisational performance and it marks the beginning of organisational transformation. Most knowledge-intensive organisations engage and practise knowledge management without a full understanding of its benefits. A knowledge-intensive organisation is an organisation whose services and operations are heavily reliant on professional knowledge. The study, therefore, provides a solid understanding of knowledge management benefits, processes, infrastructure and barriers in knowledge-intensive organisations.Objectives: To understand knowledge management, its benefits, processes, infrastructure and barriers in knowledge-intensive organisations. The research objectives extend our understanding of knowledge management in organisations, identify and describe knowledge management benefits. Identification of the most important knowledge management process and associated infrastructure are among other objectives.Method: A survey was used to solve the problem. A structured questionnaire was used to collect quantitative data from 112 participants from knowledge-intensive firms in Namibia. The quantitative data were analysed using Microsoft Excel 2013 spreadsheet package.Results: The study has revealed that the prime benefit of knowledge management in knowledge-intensive organisations is to allow improved knowledge flow, thereby enhancing the capability of the organisation to manage change with more than 50% representation of the participants. In addition to that, the study also found that knowledge sharing is the most important knowledge management process, among other processes such as knowledge creation, knowledge capture and knowledge reuse. All the participants (100%) concurred that a flat organisational structure supports knowledge sharing. The research findings have further discovered that the biggest barrier to effective knowledge management is the lack of budget to support knowledge management efforts. This was represented by 67.9% of the participants. Lack of executive support and lack of time were also among the great barriers with 57.1% and 52.7%, respectively.Conclusion: Knowledge management allows improved knowledge flow in knowledge-intensive organisations. We can, therefore, conclude that the participants believed that knowledge sharing is more important than creation, capturing, transferring and reuse. It is, therefore, important to underscore that knowledge sharing should be taken as a priority if organisations are to remain competitive. Research results have also revealed that a flat organisational structure is the best for knowledge sharing. For improved organisational performance, knowledge management barriers must be removed with the assistance of management.

Organizational learning through transformational leadership

2016 ◽  
Vol 23 (4) ◽  
pp. 232-248 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Muhammad Ilyas ◽  
Usman Aslam ◽  
Ubaid-Ur-Rahman Ubaid-Ur-Rahman
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Process Capability ◽  
Management Process ◽  
Intensive Culture ◽  
Content Type ◽  
Knowledge Intensive ◽  
The Relationship

Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

Service Risk Management in Emerging Economies

2017 ◽  
pp. 90-115
Author(s):  
Yilmaz Akgunduz
Keyword(s):  
Risk Management ◽  
Emerging Economies ◽  
Management Strategies ◽  
Economic Structure ◽  
Management Process ◽  
Negative Effects ◽  
Developed Economies ◽  
Risk Management Process ◽  
Risk Management Strategies

The economies of countries face various risks depending on the environmental conditions. While some of these risks do not pose very serious negative effects on developed economies, they may be destructive on non-developed, underdeveloped or emerging economies. Risk management is accepted as a process for all economies. The risk management process starts with the determination of the risks, and goes on with the assessments of the risks, the determination of various strategies that may respond to the risks; and the application of the most suitable one from among these strategies. In risk management, in order to respond to the risk, emerging economies may select one of the methods like tolerating the risk (accepting it), managing it, transferring, eliminating or making use of its opportunities. In this chapter, the risk management strategies have been explained, examples are given from Turkey, which is has many characteristics of an emerging economic structure.

Manajemen Produksi Home Industry Perspektif Ekonomi Islam

2019 ◽  
Vol 1 (2) ◽  
pp. 169-190
Author(s):  
Slamet Akhmadi ◽  
Istiqomah Istiqomah
Keyword(s):  
Human Resources ◽  
Natural Resources ◽  
Operating Systems ◽  
Production Management ◽  
Raw Materials ◽  
Management Process ◽  
Optimal Management ◽  
Use Of Resources ◽  
The People

Home Industry Mega Sandra is a furniture business in Buntu, Kroya, Cilacap that utilizes raw materials of teak, jackfruit wood, and laban wood in making furniture. According to T. Hani Handoko management production is an optimal management efforts in the use of resources in the process of transforming raw materials and labor into various products or services. Management production is also the process of making products or providing services, creating and operating systems and structures through the people involved in them. Management production is also a very important role in the process of making furniture. The purpose of this research is to find out what management production is used by Mega Sandra's Home Industry in the perspective of Islamic economics. Based on the results of research conducted by the author, it can be concluded that the Mega Sandra home industry has run its production management process in accordance with the perspective of Islamic economics. About natural resources (raw materials), human resources (labor) in accordance with Islamic sharia.

Understanding the Role of Knowledge Management in Software Development

2017 ◽  
pp. 485-500 ◽  
Author(s):  
Rory V. O'Connor ◽  
Shuib Basri
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Development Process ◽  
Software Process Improvement ◽  
Management Process ◽  
Software Development Process ◽  
Software Companies ◽  
Key Factor ◽  
Knowledge Intensive

Software and systems engineering is distinct from other forms of engineering as it deals with an intangible product, where the progress in construction is not explicitly visible and team members often rely on the documentation of others to follow and review progress. Furthermore unlike traditional engineering disciplines, there is no single standardized unified process. The role of knowledge management in the software engineering literature is becoming more evident, as the software development activity is essentially a human knowledge intensive activity and is seen by many as a key factor. This paper discusses the role of software development knowledge management within software development process and specifically how software development knowledge is managed in software development in order to support software process improvement and the role of knowledge management in this. The authors present the results of a study of knowledge management process practices in very small software companies and discusses these under the major identified issues of: Communication; Learning and sharing; Documentation and Knowledge management process and commitment. The findings in this study give an insight towards knowledge management practices as they relate to software development process practices in very small companies and the important factors that must be considered to preserve knowledge and quality software.

scholarly journals The economic structure and the tertiary ecucation of the function of transformation Hungary 19th and 20th century of in economic integration periods

2016 ◽  
pp. 115-122
Author(s):  
Tamás Köpeczi-Bócz ◽  
Mónika Lőrincz
Keyword(s):  
Life Cycle ◽  
Economic Integration ◽  
Small And Medium Enterprises ◽  
Economic Structure ◽  
Added Value ◽  
Business Service ◽  
Knowledge Intensive ◽  
Medium Enterprises ◽  
19Th And 20Th Century ◽  
Willingness To Cooperate

Knowledge-intensive businesses sectoral nature of the operation and the specific attributes of the innovation life cycle processes, different needs and different needs induce. These features can also differentiate time that their activities when and what type of resources they require. The availability of capacity in terms of a network co-benefits for those businesses that are creating the possibility that such resources are available to ensure the realization of goals that are not individually owned. These factors and the availability of local availability is also motivated by the small and medium enterprises willingness to cooperate. Regional supply of resources necessary for the operation of the business of insurance, universities play a key role. The functions of universities in innovation as a business service can be understood as an activity that mediate high added value to other organizations and companies. Questions arise as to the innovative nature of the business industry and sector weights would differentiate whether the R&D&Iintensive areas of expertise.

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