Issue 28, march 2005
KNOWLEDGE AND CREATIVITY>>English version
 
          
 
 

Forum for Debate:

Biopolymer’s world occur through Technology Assessment Results

A large amount of Technology Assessment findings are the result of technical data processing stored in Patent Offices databases from the main economic blocs. Analytical techniques, as the institutions and technological areas co-ocurrence, allow to outline the specialization of a potential partner or competitor. Technological areas co-ocurrence analysis is a useful tool to identify the so-called "technological clusters". Technological areas longitudinal analysis allows to foresee emergent ideas, as well as the strengthening or weakening of some thematic lines.
This paper shows the results for Biopolymers analysis, using technological areas and "multiterm" picked up from patents’ titles.

Escorsa Castells, P
IALE Technology, Barcelona
Ortiz Montenegro, I
IALE Technology, Chile
Cruz Jiménez, E
IALE Technology, Barcelona
Guixé Simón, J
IALE Technology, Barcelona
Benitez Nieto, Y
Catalonian Polytechnic University

Competitiveness and Innovation Systems

A Regional Innovation System must be useful in the analysis of the countries to new technological situations fits. It must be also a tool to plan, to invigorate, and to increase the countries’ competitiveness through the interaction, mobilization, and regulation of agents, resources, and infrastructures. Moreover, the inputs (the agents and administrations’ policies) and the outputs (the system’s objectives) are different elements of it. So, a competitive innovation system allows to attain successes useful for the improving of society’s standard of living.

Ondategui, J.C. and Belinchón, J.L.
Universities and Reseach Directorate, Education Ministry of Madrid


Open Lecture Room:

Virtual Organizations Versus Firm-Based Traditional Systems

Higher levels of dynamism, complexity, and the technological intensity of present-day environments, as well as the development of information and communication technologies, have provoked the externalization of several organizational processes, what is known as virtualization of operations systems. This phenomenon can be analysed from different strategic management theories.
Literature does not offer an integrative definition, classification, and characterization of virtual systems. Therefore, this work focuses on a critical analysis of extant conceptual contributions, to present a comprehensive view for the definition of the firm virtualization process, including those criteria virtual systems must fulfill. Furthermore, we develop the analysis of those variables that explain the virtualization degree organizations may have. Finally, we pointed out the main competitive advantages deriving from this innovative inter-organizational value chain.

Pelechano Barahona, E.; García Muiña, F.E. and Soriano Pinar, I
Rey Juan Carlos University

Intellectual Capital as Intangible assets and liabilities’ difference

The mainstream identifies intellectual capital with the firm’s intangibles assets. But, from our point of view, and following the accountability concept, we think that intellectual capital is the difference between intangible assets and intangible liabilities. So, is it possible to do an Intellectual Balance Sheet. In this document, for each type of capital there are some related intangible assets and intangible liabilities. If assets are larger than liabilities, the Intellectual Capital will be positive and must be shown with the firm’s liabilities. But, if Intangible liabilities are larger than Intangible assets, the firm will has a negative Intellectual Capital, and must be shown it with the Assets in the Balance Sheet.

Rodríguez Antón, J.M.
Universidad Autónoma de Madrid

THE_KEY to the problem of Knowledge. The New Firm Organization

Thanks to a new thinking and understanding style applied to the new century context, a quick evolution within the last decades has been possible.
Knowledge has been always linked to the mankind’s survival urge and to the will to do better. Knowledge management it is a specific strategy, with an associated "knowledge cycle". In this cycle, first the knowledge is transformed in Competitive Advantages, then in Comparative ones, and, lastly, these disappear. That strategy arises from the gathering of the knowledge, experiences, and learning capabilities of the firm’s professional teams, in order to constantly create competitive value.
Perfect competitive markets, with almost homogeneous products, are vanishing for some time past. Knowledge Management tries to build a differentiated identity from the professional outcomes’ oddities. So, it is possible to gain and enrich new dimensions of the organization’s chain value.

Valencia, A
Economist and Business Consultant