Anna Jasińska−Biliczak1 INTERACTIONS OF KNOWLEDGE AND

Vol. 17, Nr 3, 2016
GOSPODARKA RYNEK EDUKACJA
23
Anna Jasińska−Biliczak1
Politechnika Opolska
Wydział Ekonomii i Zarządzania
Opole
INTERACTIONS OF KNOWLEDGE AND ECONOMY
AS PRACTICAL EXAMPLE OF THE IMPLEMENTATION OF THE INNOVATION
ABSTRACT
Knowledge transfer or pro−innovative actions constitute not only the area of scientific interests at present, but simultaneously
are the field of the mutual cooperation of scientific communities and economy (enterprises). Mutual interactions of these sub−
jects are important not only from the point of view of mutual benefits, to which to rank knowledge transfer belongs from the
world of science to business entities or latest experiences of these subjects and the reality of their action for research; their
permeation oneself and connections are also affecting the innovation of enterprises, in which they are being led as well as at
the regional development and the innovation of domestic economies. Practical aspect of this kind of activity is above all pro−
posals to implement innovative solutions and their implementation in various areas of enterprises’ activity. The enterprises’
activity is also connected with their influence on the community and the environment of area, in which they are acting. Imple−
menting the CSR system is a sign of the maturity, the adherence to the principles of the sustainable development and the re−
sponsibility of the enterprise. Many times this action is the result of cooperation with the scientific community and examples
such cooperation are worth to pointing and multiplicate them.
Not only showing basic definitions of the problem, but also pointing practical findings such as effects of applying the realiza−
tion of sustainable and intelligent development concepts and its real influence at enterprises’ development are purpose of the
present article.
KEY WORDS: knowledge transfer; innovation; CSR; science; economy; corporate social responsibility
INTRUDUCTION
Knowledge sharing is one of mankind’ development pillars.
As a scientific problem knowledge transfer has been dis−
cussed since the time of the philosophical debates lead by Ar−
istotle and Plato. Nowadays it still is present in scientific dis−
cussion. It is worth to point at influence Harvard Business Re−
view article where we can find thesis that “Explicit knowledge
is formal and systematic. For this reason, it can be easily
communicated and shared. (…) This helps create a “common
cognitive ground” among employees and thus facilitates the
transfer of tacit knowledge.” [Nonaka, 1991].
Not only showing basic definitions of the problem, but also
pointing practical findings such as effects of applying the re−
alization of sustainable development concept and its real in−
fluence at enterprises’ development are purpose of the pres−
ent article.
There was applied the method of literature review with par−
ticular reference to legislations of the European Union in the
field of the corporate social responsibility as well as supple−
menting these research method and obtaining primary data
CSR case study in chosen enterprise for achieving such for−
mulated aim.
1. KNOWLEDGE TRANSFER
AS THE SCIENTIFIC PROBLEM
Considering about the knowledge transfer and its impact on
enterprises’ development it is worthwhile quoting Mansfield
who has noticed, that „research and development as them−
selves have no value, they must be connected with the mar−
ket. Innovative enterprises aren’t absolutely these companies
which are reaching the best technological results, these are
these companies which know what the market is“ [Mansfield,
1975].
Literature of the subject is pointing at lots of presentations
of comprehending the transfer of knowledge. It is defined as
the knowledge transfer process – it is regarding the knowl−
____________
1
Preliminary research of the bibliography with the participation of the student of the II year of full−time studies, Economics, Mateusz Nowak.
24
INTERACTIONS OF KNOWLEDGE AND ECONOMY AS PRACTICAL EXAMPLE OF THE IMPLEMENTATION OF THE INNOVATION
edge transfer as itself as well as making knowledge available
to other persons in addition the transfer includes two natures
of the actions – transmission and the absorption, where
transmission is sending or introducing the knowledge the po−
tential user, whereas the absorption consists in accepting
knowledge to the purpose of its subsequent use [Jarrar, Zairi
2000, by: Dalkir 2005]. So the transfer of knowledge is possi−
ble to identify as planned combination of knowledge and this
knowledge management for obtaining the economic profit. It
is necessary the closeness such values as the academic
knowledge got at the way is of the scientific discourse and/or
research and the economic development directed at the prof−
it and research oriented at introduction/improving of the
product [Jasińska−Biliczak, 2014a].
The well−developed higher education sector and close links
between the industry and the science exist in developed coun−
tries [Innovation Union Scoreboard 2014]. There were identi−
fied a number of questions of both theoretical and practical
significance to the knowledge transfer and its influence at the
economy. Research allows to state that “knowledge transfer
is the conveyance of knowledge from one place, person or
ownership to another” [Liyanage, et. al., 2009].
One of areas in which the transfer of knowledge is being
carried out, especially in direction from the world of science
to the economy, is the are concerning the social responsibility
of enterprises.
The social involvement and various activities create a posi−
tive image for a company, and it has the potential to improve
the financial performance, because some customers may pre−
fer doing business with these companies. Moreover, working for
a company with high corporate social responsibility, which also
has a good reputation, may have a positive effect on employees’
morale and their job satisfaction [Kowal & Roztocki, 2015].
2. KNOWLEDGE BASED ECONOMY
European Union is stressing the role of innovation in building
the development and the competitiveness of the economy.
For this reason the innovativness is one of the Strategy Eu−
rope 20202, subjects which is grasping three mutually con−
nected priorities:
____________
2
In the Lisbon Strategy the European Union determined the strategic
aim of the community policy which was converting the European Com−
munity till year 2020 into the most competitive world economy based on
the knowledge, able to keep the sustainable economic growth, to create
the substantial amount of better places of employment and to keep the
social cohesion. The Lisbon strategy after the year of being into legal
force during the European Council summit meeting in Goeteborg was al−
ready supplemented against the new element associated with the envi−
ronmental protection and achieving balanced and sustainable develop−
ment. Moreover European Commission referred to the corporate social
responsibility in following documents: Lisbon Strategy (2000), Green
Book (2001), White Book (2002). There was acknowledged among others
that CSR would be one of elements, thanks to which the realization of
adopted the main aim of the Strategy will be achieved. Other EU acts tak−
ing CSR into consideration are: Contribution of the business to the sus−
tainable development (COM/2002/0347 final), European Commission
A. Jasińska−Biliczak
– intelligent development: development of the economy
based on the knowledge and the innovation,
– sustainable development: supporting more effectively us−
ing resources, friendlier to the environment and more com−
petitive economy,
– development supporting the social inclusion: supporting
the economy about the high level of employment, ensuring
the social and territorial cohesion [Europa 2020 Strategy].
The innovation of enterprises is interpreted also as an abil−
ity of these enterprises to create and to implement the inno−
vation and their actual ability of inserting new and mod−
ernised products, new or changed technological whether or−
ganizational and technical processes. Innovative activity of
enterprises includes actions about research, scheduled, fi−
nancial (investment), technical or organizational character,
and the innovative enterprise is leading its activity, many
times simultaneously with, at the field of research and devel−
opment work, procedural planning, investment, implement−
ing product and/or service innovations. In that meaning inno−
vative activity can bring for enterprise triple effect:
1) activity successfully finished with implementing the new
innovation,
2) current activity in the course of realization which did not
lead so far to implementation of innovation,
3) activity discontinued before innovation implementing
[Oslo Manual, 2005].
Problem of the innovation of enterprises is connected with
construction of the competitive knowledge based economy.
Enterprises being marked by an innovative approach towards
their activity them are standing out with internal potential
based at own sources used into the deliberate and planned,
processing identified way, generating possibly greatest effect
with applying possibly lowest commitment [Jasińska−Biliczak,
2014b].
Different studies are assessing determinants of the innova−
tive capacity in different way. Some of them refer here to the
internal innovative capacity and the access to outside sources
of innovations. „Internal innovative capacity (of organization)
comprises of its staff (its knowledge and experience, abilities
and qualifications and the way of managing of available re−
sources, information management), research and develop−
ment (separated B+R units, conducted B+R works, works
delegated) and technology (computers and the ICT technolo−
gy, machines and devices, as well as the degree of the moder−
nity of machines and devices). At the plain of the sustainable
development, the innovation consists mainly in defining ar−
eas at which appears earlier not−observed or not−noticed
____________
Announcement 2006 (KOM(2006) 136), Realization of the partnership for
the growth in the economy and the employment: making the Europe
leader of the social responsibility of enterprises, Integrated industrial
policy in the era of the globalization (COM(2010) 614), European cooper−
ation platform in the fight against the poverty and the social exclusion
(COM(2010) 758), Program for new abilities and employment (COM(2010)
682), Mobile Young People (COM(2010) 477), The single market act
(COM(2011) 206).
Vol. 17, Nr 3, 2016
GOSPODARKA RYNEK EDUKACJA
possibilities, e.g. meeting the needs of the customer, protec−
tion of the natural environment or supporting social objec−
tives. Outside sources of innovations are above all universi−
ties and research and development units, but also competing
companies or recipient/suppliers” [Żołnierski, 2005].
The crucial factors being able to support the improvement
of enterprises’ competitiveness are constant innovative ac−
tions, where through the innovative activity is understood the
sequence of operations about scientific (research), technical,
organizational, financial and commercial character, which aim
is drawing up and implementing a purpose of new or improved
products and processes, in addition these products and
processes are new at least from enterprises point of view.
All conclusions point to the fact that financial success is as−
sociated with a variety of factors including good manage−
ment, good locations, strong local demand, new service de−
velopment, locally relevant services, external linkages and
networking [Latchem & Walker, 2001]. On the other hand
Kuriyan and Ray [2008] note that it is difficult to meet busi−
ness needs and social development goals simultaneously.
3. IMPLEMENTING CSR IN THE ENTERPRISE –
CASE STUDY
Presented innovative solution was offered to the microenter−
prise operating in the training industry after the four−month
period of cooperation.
Scope of the enterprise
The enterprise operates in the training industry specializing
in courses and trainings for territorial self−government units
as well as of enterprises and hospitals. It is being led person−
ally by the owner at supporting family members. Past the reg−
istered office on the countryside and the size of the company
– microenterprise – the enterprise provides services in the
entire province.
This fact constitutes the relevant information about the po−
tential of entrepreneurs of the countryside, microentrepre−
neurs and the legitimacy of undertaking actions for support−
ing enterprises of this type.
Stages of the work at the innovative solution
During the cooperation with the enterprise the following ac−
tions leading for developing the innovative solution were car−
ried out:
1. acquainting with the current offer of the enterprise,
2. acquainting with the training offer the enterprise,
3. discussing teaching experience of the expert,
4. preparing the plan of expert’s participation in chosen
trainings leading by hosting enterprise,
5. discussing of target groups these trainings – specificity
of the lecture for the given type of recipient,
6. acquainting with specificity and methodology of themat−
ic all−day trainings,
25
7. involvement in the role of the observer in chosen train−
ings run by the enterprise,
8. exchange of experiences between expert and entrepre−
neur – best practices.
The scope of experiences’ exchange concerned the
methodology of providing lecture and training, principles
of building the lecture, division and the transmission of
the content during trainings and lectures given by the en−
terprise due to other group of recipients – entrepreneurs,
their employees, clerks, doctors, employees of the ad−
ministration department of hospitals and the clinics –
than the current main target group of expert’s recipients
– students,
9. drawing up the innovative solution for the enterprise.
Purpose of the innovative solution
Analysis of the current activity of the enterprise, cooperation
with the owner, participation in trainings provided by the enter−
prise resulted in developing the proposal of the innovative solu−
tion dedicated to this enterprise. Additional conversations with
the owner allowed to give to the proposal the ultimate shape.
The subject of the innovative solution for the enterprise
was implementation of the CSR strategy (Corporate Social
Responsibility Strategy) based at the Deming’s model (Plan−
Do−Check−Act).
Corporate social responsibility for some time is already ac−
quiring significance in discussion about its widely understood
role in society. Constantly growing number of supporters of
this concept reminds to pay attention at the obvious influence
of the business on the surrounding reality, not only economic
and at the need to make oneself aware of its social and envi−
ronmental impact as the condition of the sustainable devel−
opment. Not without meaning is fact, that business ethics
and implementing CSR principles in all areas of functioning of
the enterprise are one of the crucial elements of building its
long−lasting value and the market majority. It is connected
with more and more great expectations of the part of differ−
ent social groups with regard to enterprise.
Implementing this strategy means that the enterprise vol−
untarily considers the public interest and issues of the natu−
ral environment protection in its business activity and rela−
tions with groups functioning in its surrounding. It is concept,
thanks of which the enterprise generating income includes
public interests and the observing of the environmental bal−
ance in its strategy, among others by establishing honest re−
lations with customers, employees, owners and investors,
suppliers, competition and the local community.
In accordance to Bowen’s definition, social responsibility
means „duty of managers for leading such a policy, making
such decisions and for charting such directions of business
action which will be matching aims and values of our society”
[Mazur−Wierzbicka, 2012].
This way, apart from realization basic aim of enterprise
which is income generating, enterprises are responsible for
26
INTERACTIONS OF KNOWLEDGE AND ECONOMY AS PRACTICAL EXAMPLE OF THE IMPLEMENTATION OF THE INNOVATION
their whole influence on people and the planet. The human
capital constitutes the team of stakeholders: employees, cus−
tomers, business partners, investors, suppliers and sellers –
governmental, self−governmental and social.
Due to the scope of the activity of analysed company –
training activity – and target groups – self−government units,
hospitals, enterprises – suggested solution contributed to the
development of the enterprise, of raising its market value and
became its specific characteristic. Simultaneously, according
to the terminology of the “innovations” concept, this solution
constitutes the innovation at the level of the enterprise.
Depending on the kind, size and organizational culture im−
plementing CSR strategy can be more or less formalised. Es−
sential in conducting the thought process by the owner and
taking the conscious decision about the scope of using prac−
tice of balanced business. Therefore, after described earlier
action, the following stages of the CSR strategy implementa−
tion were purposed to the owner of the enterprise:
Stage I. Pointing what CSR can be for the organization,
Stage II. Dialog with customers – initiation,
Stage III. Analysis of results and choice of areas for deep−
ened analysis,
Stage IV. Deep evaluation of the risk and chances in particu−
lar actions/ processes,
Stage V. Establishing essential aims, action, procedures,
Stage VI. Announcing results of analyses and CSR purposes,
Stage VII. Implementation of the system,
Stage VIII. Managing (Plan Do−Check−Act – Deming’s cycle).
Suggested innovative solution is contributing to reaching
following measurable benefits by the enterprise which should
appear in the long−term perspective:
1. increasing the loyalty of customers (current and fu−
ture),
2. improvement of relation with the community and local
authorities,
3. raising the level of the organizational culture of the en−
terprise,
4. forming of the positive image of the enterprise,
5. recruiting and supporting the best employees,
6. rising competitive position of the company,
7. growth of customers’ interest in services provided by
the enterprise,
8. growth of potential employees’ interest in taking up em−
ployment at socially responsible employer,
9. improvement in the image and the reputation of the en−
terprise,
10. improvement of enterprise’s relation with customers,
public sector, local community,
11. chance of getting the competitive edge,
12. increase of the level of the organizational culture and
development of the enterprise,
13. maximization of the profit,
14. “sharing” with incomes with groups requiring of sup−
port, e.g. by charity actions,
A. Jasińska−Biliczak
15. effective planning working hours,
16. environment−friendly actions (local).
Suggested solution, accepted by the entrepreneur, was,
due to the size of the company and his registered office, inter−
esting cooperation of science with business. It proved that
ambitious solutions are not exclusively characteristic only for
bigger business entities as well as pointed at the potential ly−
ing dormant in smallest (micro, self−employed) enterprises.
CONCLUSIONS
Knowledge transfer is an issue, which, in spite of its defini−
tion and wide references to the literature is still not suffi−
ciently precisely defined and recognised by enterprises. The
wide area of interests of the world of science should be
widened especially at the level of the real cooperation with
enterprises. Only employing of both partners – scientists and
enterprises – can bring effects in the form implemented inno−
vations being measureable effect of the knowledge transfer.
For this reason all actions concerning to propagating and
supporting of this type of cooperation should be taken not
only by directly interested parties, but also by entities sup−
porting them and interested in the development of the econo−
my – beginning from the local economy and at the economy of
European Union finishing.
REFERENCES
Dalkir K. (2005), Knowledge management in theory and practice, Elsevi−
er−Butterworth−Heinemann, Oxford,
Guzik R. (2004), Przestrzenne zróżnicowanie potencjału innowacyjnego
w Polsce, [in:] Górzyński M., Woodward R. (eds), Innowacyjność polskiej
gospodarki, CASE, Warszawa.
Innovation Union Scoreboard (2014), The Innovation Union’s perform−
ance for Research and Innovation, European Commission, Brussel.
Jasińska−Biliczak A. (2014a), Transfer wiedzy w regionie – wyzwanie dla
nauki, ekonomii i przedsiębiorczości regionu, “Barometr Regionalny.
Analizy i Prognozy“, Vol. 12, No 2, Wyższa Szkoła Zarządzania i Admi−
nistracji w Zamościu, Zamość.
Jasińska−Biliczak A. (2014b), Instrumenty wspierające sektor małych i śre−
dnich przedsiębiorstw na poziomie lokalnym – przykład powiatu nyskie−
go, “Research Papers of the Wroclaw University of Economics/Prace
Naukowe Uniwersytetu Ekonomicznego we Wroclawiu“, 332.
Kowal J., Roztocki N. (2015), Do Organizational Ethics Improve IT Job
Satisfaction in the Visegrád Group Countries? Insights from Poland,
“Journal of Global Information Technology Management“, 18:2, DOI:
10.1080/1097198X.2015. 1052687.
Kuriyan R., & Ray I. (2008), Information and Communication Technologies
for Development: The Bottom of the Pyramid Model in Practice, “The
Information Society: an international journal“, 24(2).
Latchem C., & Walker D. (2001), Perspectives on Distance Education:
Telecenters: Case Studies and Key Issues, Vancouver: The Common−
wealth of Learning.
Liyanage C., Elhag T., Ballal T. and Li Q.P. (2009), Knowledge communica−
tion and translation – a knowledge transfer model, “Journal of Knowl−
edge Management“, Vol. 13, No. 3.
Mansfield E. (1975), Organizational and Starategic Factors Associated
with Probabilities of Success in Industrial R&D, “Journal of Business“,
April.
Mazur−Wierzbicka E. (2012), CSR w dydaktyce czyli jak uczyć studentów
społecznej odpowiedzialności, Stowarzyszenie Kreatywni dla Szczeci−
na, Szczecin.
Vol. 17, Nr 3, 2016
GOSPODARKA RYNEK EDUKACJA
Nonaka I., The Knowledge−Creating Company, “Harvard Business Re−
view“, Vol. 69, No 6.
Oslo Manual: Guidelines for Collecting and Interpreting Innovation Data
(2005), 3rd Edition, OECD/Eurostat.
27
Żołnierski A. (2005), Potencjał innowacyjny polskich małych i średniej
wielkości przedsiębiorstw, PARP, Warszawa.
INTERAKCJE WIEDZY I GOSPODARKI
JAKO PRAKTYCZNY PRZYKŁAD REALIZACJI INNOWACJI
ABSTRAKT
Celem niniejszego artykułu jest nie tylko wskazanie podstawowych definicji zagadnienia, ale i wskazanie efektów jego stoso−
wania, jako realizacji koncepcji zrównoważonego oraz inteligentnego rozwoju i jej rzeczywistego wpływu na rozwój przedsię−
biorstw. Transfer wiedzy czy działania proinnowacyjne stanowią obecnie nie tylko obszar zainteresowań naukowych, ale są
jednocześnie polem wzajemnej współpracy środowisk naukowych oraz gospodarki (przedsiębiorstw). Wzajemne interakcje
tych podmiotów są ważne nie tylko z punktu widzenia obopólnych korzyści, do których zaliczyć należy przepływ wiedzy ze
świata nauki do podmiotów gospodarczych, czy najnowszych doświadczeń tych podmiotów i realiów ich działania do badań
naukowych; ich wzajemne przenikanie się i powiązania mają również wpływ na innowacyjność podmiotów, w których są wpro−
wadzane, rozwój regionalny i innowacyjność gospodarek krajowych. Dla osiągnięcia postawionego celu zastosowano metodę
wskazania kierunków w literaturze przedmiotu ze szczególnym uwzględnieniem prawodawstwa Unii Europejskiej w dziedzinie
społecznej odpowiedzialności biznesu oraz, jako uzupełnienie tej metody badawczej i pozyskanie danych pierwotnych,
przykład wdrożenia CSR w wybranym przedsiębiorstwie. Praktyczny aspekt tego rodzaju działalności to przede wszystkim
propozycje rozwiązań innowacyjnych i ich wdrożenia w różnych obszarach działalności przedsiębiorstw. Działalność przedsię−
biorstw związana jest też z ich wpływem na społeczność i środowisko obszaru, w którym działają. Przejawem dojrzałości,
przestrzegania zasad zrównoważonego rozwoju oraz odpowiedzialności przedsiębiorstwa jest wprowadzenie przez niego sys−
temu CSR. Niejednokrotnie działanie to jest wynikiem współpracy ze środowiskiem naukowym, a przykłady takiej współpracy
godne są wskazywania i multiplikacji.
SŁOWA KLUCZOWE: transfer wiedzy; innowacje; CSR; nauka; społeczna odpowiedzialność biznesu