Now showing 1 - 9 of 9
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Wieviel Essentials stecken in den neuen Wissensmanagement-Standards?

2023-03 , Will, Markus , Orth, Ronald , Budde, Felix

Wenn ein Thema an Bedeutung gewinnt und seine Relevanz in Forschung und Praxis anerkannt ist, wird dies unter anderem dadurch ersichtlich, dass es in die Welt der Standardisierung einfließt. Auf die Themen Human Resource Management und Knowledge Management trifft diese Entwicklung zu. Die praktische Relevanz wird beispielsweise an den Aktivitäten des ISO Technical Committee 260 "Human Resource Management" deutlich. Experten aus über 30 Ländern arbeiten in diesem Komitee aktiv an der internationalen Normenreihe ISO 30400 zum Personalmanagement und entwickeln Leitlinien und Standards für die Verbesserung HR-bezogener Prozesse und Aufgaben.

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Identifying the Dynamics of Intangible Resources for Industry 4.0 Adoption Process

2022 , Prim, Marcelo Fabricio , Oliveira Gomes, Jefferson de , Kohl, Holger , Orth, Ronald , Will, Markus , Vargas, Gabriel Bertholdo

Industry 4.0 is a socioeconomic phenomenon that affects all industries, transforming not only products, processes, and services, but also business models, organizational structures, and strategies, placing human beings at the center of this digital transformation. Researchers have already demonstrated the importance of intangible resources in the Industry 4.0 adoption process. Nevertheless, there is still a gap in empirical research on how these factors evolve during the process. Therefore, the main objective of this study is to identify how these factors influence each other across different Industry 4.0 maturity levels. To achieve this goal, a qualitative approach was used with multiple case studies comparing responses from companies at higher Industry 4.0 maturity levels and contrasting them with the responses from companies at lower levels, distilling aggregate dimensions through an inductive coding procedure. Experts evaluated the results to find relations between the aggregate dimensions, their evolution and influence on each other. As a result, a conceptual framework was developed that demonstrates the dynamics of intangible factors that could be used by any company to nurture its own Intellectual Capital as a groundwork for the adoption of Industry 4.0. Among these dynamics, the central role of engaged leaders was highlighted in developing structural capital factors. Future studies should conduct interviews with more companies from other industrial sectors as well as on the implementation and management of Intellectual Capital in manufacturing companies to assess the applicability of the proposed conceptual framework.

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Wissensbilanz

2016 , Mertins, Kai , Will, Markus , Orth, Ronald

Der Geschäftserfolg hängt heute maßgeblich vom verfügbaren Know-how eines Unternehmens ab. Dabei beschreibt das Know-how vielmehr als das Wissen der Mitarbeiter sowie deren Fähigkeiten. Es umfasst neben Organisationsstrukturen und -prozessen auch die Beziehungen zu Investoren, Lieferanten und Kunden. Das systematische Management von Wissen im Sinne eines solchen ""Intellektuellen Kapitals"" verspricht großen Nutzen.

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Towards a Knowledge Management Standard for the Network of the SENAI Innovation Institutes

2023 , Orth, Ronald , Will, Markus , Pavim, Alberto Xavier , Gomes, Jefferson de Oliveira , Fernandes da Costa, Caroline Cabral

This paper describes how a KM framework for the Brazilian network of SENAI innovation institutes is being developed using a multi-stage, participatory approach. First, selected KM standards are presented. They form the basis for a workshop series aimed at gathering KM requirements from representatives of the SENAI institutes. In addition to a short online survey, the challenges and success factors of the KM introduction are the focus of attention on the basis of five phases of KM implementation and anchoring.

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Implementing a European KM Approach in a Brazilian Innovation Institute on a Remote Basis

2022 , Will, Markus , Neumann, Fernanda , Orth, Ronald , Budde, Felix , Santos, Victoria

This case study paper outlines the approach and experiences gained in a KM project conducted between two continents on a completely remote basis - due to the pandemic in 2021. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at an innovation institute in Rio de Janeiro, Brazil. The practical business process-oriented KM (BPO-KM) methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and gaps in knowledge handling and to set up customized KM action programs. Starting with the examination of the institute’s business strategy, the overall KM goals were derived together with the institute’s top management and KM core team. According to the holistic KM approach on the levels "People, Organization, Technology", an online survey ("KM Fitness Check") was conducted with over 100 respondents. The survey results were discussed in an online kick-off workshop in order to prioritize the main strategic and operational KM challenges. In online breakout sessions with different working groups, using collaborative online tools, the knowledge flows inside the institute’s value adding core processes were analyzed in depth ("KM Process Profiles"). In parallel, the KM core team was supported to develop a map of the institute’s crucial knowledge to serve as a common taxonomy for the research groups and administrative functions involved in the KM project, such as HR, IT and project management office. After this initial analysis phase, suitable solutions for the main KM challenges were designed and transformed into three main action programs to start the actual implementation of the institute’s KM system. In a preliminary evaluation, a systemic controlling logic was defined to keep track on results, benefits and impacts of the KM actions regarding the institute’s business strategy. Major learnings, discussed in this paper, include the following findings: a) accompanying change management and communication from the beginning is key to keep motivation high, b) connecting KM to other organizational functions is crucial to anchor KM in the organization, c) remote and online project collaboration bears advantages and drawbacks.

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Innovation through network management. A method for determining collaboration potential

2016 , Cap, Jan-Patrick , Blaich, Erik , Pavim, Alberto Xaver , Will, Markus , Kohl, Holger , Orth, Ronald

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Case Study on the Conception and Implementation of Knowledge Management in a Brazilian Innovation Institute

2023 , Will, Markus , Orth, Ronald , Neumann, Fernanda , Jardim Barros, Maria Cecilia , Budde, Felix

This case study paper outlines the approach and experiences gained in a KM project conducted between two continents. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at a SENAI Innovation Institute in Rio de Janeiro, Brazil. The practical business process-oriented KM methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and weaknesses in knowledge handling and to set up customized KM action programs.

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Deployment of a business and innovation centre to foster cooperation between Europe and Brazil

2017 , Haunschild, Johanna , Melo, Gustavo , Orth, Ronald , Will, Markus , Kohl, Holger

Research and Development as well as science and technology are key elements for innovation, and more generally are some among many areas that are becoming global. This reduces the influence of individual countries or blocs such as the European Union (EU) on developments both at home and abroad but also generates important benefits through specialization, trade and competition. R&D and science & technology are still strongly focused on the 'Triad' countries overall. However, this pattern is weakening fast, as especially the large emerging economies' role in global science, technology and innovation continues to increase. Following this reasoning, Brazil deserves special attention due its economic strength, accounting for almost 38% of Latin American GDP (IMF, 2013), and its huge entrepreneurship potential (Arruda, 2015). Against this background, the purpose of this paper is to examine in a first step the Innovation Systems of Brazil and Europe, then to show in a second step, how joint activities and programs can address the needs for a fruitful cooperation in international innovation in order to strengthen both Innovation Systems. For the first aspect, the paper provides an examination of Innovation Systems of Brazil and European countries based on library resources, articles, reports and other secondary data. The OECD bibliography will be the guideline to understand the Innovation Systems of the relevant countries. Regarding the second aspect, the EU Horizon 2020 funded project CEBRABIC - Centre for Europe-Brazil Business & Innovation Cooperation - will be elucidated. CEBRABIC aims at enhancing the cooperation in research, technology and entrepreneurship between the EU member states and Latin America's leading economy, Brazil. CEBRABIC will be a Centre working on a network basis: creating synergies and complementarities is the core value; particularly with European research and innovation (R&I) structures located in Brazil.

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Studie Wissensstandort Deutschland

2014 , Orth, Ronald , Wuscher, Sven , Steinhöfel, Erik , Meyer, Cornelia , Will, Markus , Alwert, Kay , Bornemann, Manfred , Kohl, Holger