Difference between revisions of "Research and development organization"
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| − | The main resource of R&D organizations has always been knowledge; this knowledge has been managed by many means, although without the KM etiquette. However, a need for a much more systematic and integrated approach to [Knowledge management|KM]] arises from key drivers for KM in the future: stronger market-orientation, increasing cooperation with government, academia and industry, the need to develop strong strategic alliances, higher efficiency in the quest for the role of a centre of excellence and in networks of excellence. | + | The main resource of R&D organizations has always been knowledge; this knowledge has been managed by many means, although without the KM etiquette. However, a need for a much more systematic and integrated approach to [[Knowledge management|KM]] arises from key drivers for KM in the future: stronger market-orientation, increasing cooperation with government, academia and industry, the need to develop strong strategic alliances, higher efficiency in the quest for the role of a centre of excellence and in networks of excellence. |
Besides offering a systematic approach to managing knowledge as opposed to the rather intuitive way applied in many R&D organizations, a further driving force consists in the availability of advanced technology to support most KM tasks. The goal of integrating KM into the everyday work of knowledge workers is unattainable without adequate IT-tools. Today’s tools support organization-wide and location-independent applications, thereby offering a solution to the often encountered problem of diverse tools in different division and departments. However, the utilization of tools will only be effective if the tools are clearly supporting the business processes. One aspect may play a particular role in R&D organizations: an attractive, well-organized working environment will assist in attracting and keeping talented researchers. The purpose of an efficient KM infrastructure consists not least in providing appropriate means to manage knowledge, disburdening knowledge workers from routine work. | Besides offering a systematic approach to managing knowledge as opposed to the rather intuitive way applied in many R&D organizations, a further driving force consists in the availability of advanced technology to support most KM tasks. The goal of integrating KM into the everyday work of knowledge workers is unattainable without adequate IT-tools. Today’s tools support organization-wide and location-independent applications, thereby offering a solution to the often encountered problem of diverse tools in different division and departments. However, the utilization of tools will only be effective if the tools are clearly supporting the business processes. One aspect may play a particular role in R&D organizations: an attractive, well-organized working environment will assist in attracting and keeping talented researchers. The purpose of an efficient KM infrastructure consists not least in providing appropriate means to manage knowledge, disburdening knowledge workers from routine work. | ||
| − | == | + | ==Related articles== |
| − | [ | + | [[Knowledge Management for Nuclear Research and Development Organizations - document as published]] |
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[[Technical support organization]] | [[Technical support organization]] | ||
| − | [[ | + | [[Nuclear organization]] |
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| − | [[Category:Nuclear | + | [[Category:Nuclear organization]] |
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Latest revision as of 12:14, 23 November 2017
Definition
An organization dedicated to research and development
Description
The main resource of R&D organizations has always been knowledge; this knowledge has been managed by many means, although without the KM etiquette. However, a need for a much more systematic and integrated approach to KM arises from key drivers for KM in the future: stronger market-orientation, increasing cooperation with government, academia and industry, the need to develop strong strategic alliances, higher efficiency in the quest for the role of a centre of excellence and in networks of excellence.
Besides offering a systematic approach to managing knowledge as opposed to the rather intuitive way applied in many R&D organizations, a further driving force consists in the availability of advanced technology to support most KM tasks. The goal of integrating KM into the everyday work of knowledge workers is unattainable without adequate IT-tools. Today’s tools support organization-wide and location-independent applications, thereby offering a solution to the often encountered problem of diverse tools in different division and departments. However, the utilization of tools will only be effective if the tools are clearly supporting the business processes. One aspect may play a particular role in R&D organizations: an attractive, well-organized working environment will assist in attracting and keeping talented researchers. The purpose of an efficient KM infrastructure consists not least in providing appropriate means to manage knowledge, disburdening knowledge workers from routine work.
Related articles
Knowledge Management for Nuclear Research and Development Organizations - document as published
