**Management of Knowledge Acquisition from Human Sources in Innovation Transfer**

Antoni Zwiefka and Malgorzata Nycz

*Lower Silesian Voivodeship Marshal Office, Health Policy Department, Wroclaw Wroclaw University of Economics, Faculty of Management Finances and Business Informatics Department of Artificial Intelligence Systems, Wroclaw Poland* 

#### **1. Introduction**

38 New Research on Knowledge Management Technology

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The term 'Knowledge Management' (KM) appeared several years ago and at first it was applied only to information systems. It was obvious soon that its meaning was broader and connected with business processes reengineering and management of quality. Knowledge management concentrates on recognition of all intellectual assets within an organization as well as on managing them. The main purpose of KM was obvious: better achievement of business goals. In knowledge based economy the role and importance of information and knowledge is still growing. Knowledge is becoming one of the most valuable assets in any organizations. Fast progress at the field of scientific research – especially in medicine, new information and communication technologies, etc. enforce not only the necessity of innovation transfers but also the necessity of developing and creating knowledge.

Knowledge management can be seen as a result of evolutionary human development. In the last quarter of the 20th century this development was observed in continuously growing application of information and knowledge in societies and in organizations. Today information and knowledge are crucial and especially valuable due to the rapid developed and continuous progress in every sector of our life. Fast exchange of medical knowledge, new medicals, creation and propagation of new knowledge etc. are possible due to the achievements of 'informational revolution'.

For our further investigation we have taken into account medicine as a domain/discipline. Why medicine? For some quite obvious facts: our health is of great importance not only to us (people) but also for our countries. And on the other hand, medical clinics have a high intellectual potential for product innovation, process and service development. There are many reasons why this potential of innovation is not sufficiently transferred to the results, such as product development by companies and better health care. The barriers concern, among others, different interests. Clinics are mainly focused on the efficient management and welfare of patients. Whereas the objective of the industrial units is all about economy and economic importance. Today big business companies and corporations dominate as suppliers of ready innovative products. So far, the changes initiated by the employees of clinics and small and medium-sized enterprises (SMEs) have no chance to transfer knowledge and ideas. But this is the flexibility of SMEs in developing lab types, prototypes

Management of Knowledge Acquisition from Human Sources in Innovation Transfer 41

Fig. 1. Evolution of information systems: from group-work systems to knowledge

Knowledge based organization is a system basing on a permanent process of gaining knowledge from any possible sources and using it. It possesses, inbuilt into its organization structure, learning, knowledge creating and innovative processes. There is a permanent process of knowledge exchange and conversion between external structure, internal one and

The intensive development of information and communication technologies increases the number of accessible information and enables its fast processing. In modern management it is neither structure, rules nor the newest methods and instruments, but well educated, creative, innovative, intelligent people and teams created by them, that decide about success

If a modern organization wants to be competitive on a global as well as local market, it should meet two general conditions. It has to possess the appropriate knowledge and be

New economy can be called knowledge based economy, new economy, digital economy or network economy and be applied to all sectors of economy, also to the medical one.

When we realize that our health is one of the most important features not only for a given person but also should be seen in a larger scale, we understand how important the medical knowledge management is for a given country, region, etc. Fast exchange of medical knowledge, new medicals, creation and propagation of new knowledge, etc. is possible due

Source: based on (Wierzbicki, 2004)

individual competences of workers (Sveiby, 2003).

able, to know how to use this knowledge.

3. communication and information system, 4. business and institutional surrounding, 5. knowledge management in organization,

to the achievements of 'informational revolution'.

Knowledge based economy is based on six following pillars:

which are shown in fig. 2. All these elements influence each other.

management systems

of the organization.

1. innovation system, 2. education system,

6. regional aspects

and small business solutions , that can help to improve the daily work of clinics and, in particular, its quality1.

The chapter consists of six parts. After a brief introduction to the subject, there are basic definitions. The following definitions are characterized: knowledge management, information society, knowledge based economy, knowledge based organization, knowledge and its classifications, intellectual capital, sources of knowledge, gaining knowledge from different sources (knowledge discovery from databases and knowledge acquisition from human sources). Part three has been devoted to modeling of knowledge management. Then we describe the acquisition of knowledge treated as a process. In this part we present a model of knowledge management system in which we distinguish: input, processing and output. Within the processing module we distinguish discovery of evident knowledge from databases and acquisition of tacit (human) knowledge. In the next part we focus on knowledge acquisition and present some techniques of obtaining the knowledge (topic maps, skill maps, knowledge maps, contact books, knowledge sources maps, knowledge matrix, competency matrix). Part five presents ontology impact on knowledge management. Consequently, it has effects on the performances and validity of the KM system. Short summary ends the paper.
