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Karol
I. Pelc |
Education
Ph.D. in economics/management, Wroclaw University of
Technology, Poland, 1976.
Ph.D. in electronics, University of Uppsala, Sweden,
1968.
M.S. in electronic engineering, Wroclaw University of
Technology, Poland, 1958.
Experience
Karol Pelc combines professional experience of an
engineer and a manager with that of a researcher and teacher. He joined the
faculty of Michigan Technological University
in 1985. His teaching and research are largely based on or related to
international experience in industry and academia. He has worked as a designer
of electronic instruments, a manager of manufacturing, and a manager of
research laboratory in the electric power industry in
He was invited by the Kozminski University,
Warsaw, to teach the course "Production and Technology Management" in
the next three years ( 2007- 2009). In addition to
Polish students this course was attended by about 50 international students
from several countries of Europe, Asia and Africa. In 2008, Dr. Pelc presented a lecture series/special course on
"Global Innovation Networks" at the Lappeenranta University of
Technology, Finland. It was a part of the International Business and Technology
Program attended by participants from several countries of the European Union,
China, Japan and Russia. Based on this experience Dr. Pelc
developed a new graduate course of “Global Innovation Networks,” which he
offered at Michigan Technological University in the summer term of 2009 and
2010. In the fall of 2009 and 2010, Dr. Pelc has been
again invited to lecture in Finland on the current trends in global innovation
networks. In May 2010, Dr. Pelc served as a visiting
scholar at JCMU in Hikone, Japan, where he presented
a special intensive course of “Japanese Innovation Management.” During that
visit he also continued research on innovation management practices in Japanese
industry.
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During academic years 1992/93 and
1994/95 Pelc acted as academic co-director of the
project on education of city managers for Poland "Cities as Cultural
Bridges" sponsored by the U.S. Information Agency and organized jointly by
Michigan Technological University, Technical University of Wroclaw and Michigan
City Management Association. During years 2001 and 2002, he served as the first
director of the newly created Center for Technological Innovation, Leadership
and Entrepreneurship (CenTILE) at Michigan Tech. In
2001, he initiated and co-founded the Entrepreneurs and Inventors Club at
Michigan Tech, which is open to students, faculty and staff of the university
as well as to inventors and entrepreneurs from the Upper Peninsula of Michigan.
In April 2004, Karol Pelc has received the
Excellence in Research Award from the International Association for Management
of Technology (IAMOT). Please see more details at http://www.admin.mtu.edu/urel/news/media_relations/150/.
Information in Polish is available at http://www3.sympatico.ca/bulik/WrzesienKarolPelc.htm
In 2005,
The Council for International
Exchange of Scholars selected Dr. Pelc to be a
Fulbright Professor of Technology and Innovation Management at the University of Maribor, Slovenia, in 2006, under the Fulbright Program
of the U. S. Department of State. Karol presents his impressions and
observations made during the semester in
Karol Pelc serves on the editorial board of the
international journal "Transformations," and collaborates as a guest
editor with the International Journal of Technology Management (Special Issue
2005) and the International Journal of Knowledge Management Studies. In the
latter capacity, in 2009, he edited and published (jointly with prof. D. Senoo, Tokyo Institute
of Technology), the Special Issue of that journal (Vol.3, No.1/2, 2009) on the
subject of “An Interface Between Strategic Management
and Knowledge Management.”
For almost 25 years (1978-2002) he also served on the editorial boards of
“Technological Forecasting and Social Change” and “R&D Management” (1980 –
2004). He is a member of the
International Association for the Management of Technology, the IEEE, the Technology
Management Council, and the Japanese Business Studies Association. He has
published over 120 papers and articles in professional/scientific journals and
proceedings, five books, and contributed chapters to seventeen other books.
Karol Pelc's current research interests are centered
on management of technology as a new domain of expertise. The following subject
areas are included:
- Methods of
interdisciplinary knowledge mapping
- Technology
networks and knowledge generating networks
- Technology
strategy design and evaluation
- R&D
management and managing product/process development
- International
technology management and global technology networks
- Technological
entrepreneurship
Topics of his recent works are :
Knowledge-map-based approach to technology management
Patterns of knowledge generating networks
Evaluation of virtual structures in R&D (projects, teams,
organizations)
Analysis of technology strategies and management
practices of Japanese corporations.
Karol Pelc's teaching interests are closely
related to the domain of his research. He believes that three features of
university education are of greatest importance:
- Coordinated
learning processes involving both the instructor and students
- Diffusion of
up-to-date knowledge gained through own research of the instructor
His main interests are reflected in teaching courses of Management of
Technology (BA4600), Management of Technology and Innovation (BA5790), and
Economics of Technological Change (EC4800). He is also offering a seminar
course for senior and graduate students in which the students are given
opportunity to conduct their own research on selected topics and are expected
to discuss results in class: Seminar on International Technology Management
(BA4680). In addition, Karol Pelc contributed to the
course of Project Management (BA4610) that he taught in the past years in a
team with Professor A. B. Jambekar. In 2001, he
taught a Project Management module (ENG3964) as part of the MTU Enterprise
Program. In the academic year 2002/2003, he started to offer a university-wide
course for freshmen entitled Knowledge and Wealth (UN1001S48), which presents
an introduction to technological entrepreneurship and innovation. In almost all
courses taught by Dr. Pelc, there are some case
studies discussed or developed to illustrate general concepts, theories or
methods. Industrial experience of the instructor is also used quite frequently
to support the basic course material. In the academic year 2003/2004, Karol Pelc added the course of International Management (BA4710)
to his teaching program. He continues to teach summer classes at MTU. In 2007
and 2008 he offered the graduate course BA5740 Management of Technology and
Innovation. In 2009 and 2010, he offered another elective graduate course:
BA5790 Global Innovation Networks. The course was attended by the MBA students.
In the summer 2011, Dr. Pelc presented a new course
BA5780 Managing in the Global Environment as part of the MBA Program of
Michigan Tech.
Karol Pelc lives in
An article based on Karol’s childhood memories may be found at http://www.admin.mtu.edu/urel/breaking/2001/pelc.html
Karol's blog address: http://karol-pelc.blogspot.com His pictures taken during the international
travels are placed in albums at: http://picasaweb.google.com/ki4pelc
Recent Publications
Pelc, K. I. A model of global
network environment for innovation, 2012
Global Business & International Management
Conference, Orlando, FL, January 15 – 17, 2012, ISSN 2155-1219, p. 118 –
129.
Global
innovation networks emerged recently and became a trademark of the 21st
century’s international management of innovation and technology. They are
developing due to continuously increasing complexity of technology and
increasing costs of innovation projects. Collaboration became effective thanks
to the improving information and communication technology allowing easy and
simultaneous access to databases in globally distributed systems. The evolution
of global markets with a high degree of openness provided incentives for
innovation initiatives reaching across national borders. Scientific,
technological and economic networks of collaboration involve companies,
institutions and individuals. In many instances they became necessary for
solving important problems and for jointly developing risky and/or high cost
innovation projects. The purpose of this paper is to present a conceptual model
of global network environment for innovation. The model represents a
constellation of interlinked global networks. The paper also presents a new
taxonomy of global innovation networks and a brief description of typical
structures of those networks. The global aspects of innovation networks are
emphasized within four basic spheres of environment: economic, managerial,
social, and cultural. The Schumpeterian concept of innovation is applied in
analysis of basic features of collaborative innovation. The impact of global
business environment on innovation network configurations is assessed according
to criteria corresponding to the four basic spheres of that environment.
Pelc, K. I. Multiple perspectives on global innovation networks, In: Hosni, Y. (ed.), Technology and the Global Challenges:
Proceedings of the 20th International Conference on Management of
Technology, IAMOT 2011, Miami Beach, FL, April 2011, CD
format, ISBN: 0-9815817, Paper # 1569355473, pp.17.
Paper presents a new taxonomy and an
integrating definition of global innovation networks based on multiple
perspective review and analysis of the networking environment for technology
innovation. Several types
of innovation networks are included such as inter-firm networks, intra-firm
networks, inter-governmental project networks, and open innovation networks.
The Schumpeterian approach is applied in the analysis of basic features of
collaborative innovation. It allows connecting the technology development
process with commercialization, diffusion and proliferation processes. Global
aspects of analysis and a model of knowledge flows refer to constellation of
four layers in the interlinked global networks: (a) Research networks, (b)
Technology innovation networks, (c) Production networks, and (d) Service and
distribution networks. Linkages between elements of each network and across the
layers are presented through identification and representation of respective
streams of knowledge. Different types of networks are assessed as parts of the
emerging global ecosystem of technology innovation. Economic, managerial,
social and cultural perspectives are applied for that assessment.
Pelc, K. I. Global brain: A dual metaphor, Transformations, Special Issue 2010/2011, 3- 4 (66-67), p. 32 – 49,
2011. ISSN 1230-0292.
Review of the past concepts of global intelligence and
knowledge gathering systems leads to new interpretations of the global brain metaphor. Two interpretations
are presented in the paper. First of them relates to theoretical concepts of
generalized intellectual capabilities of humanity evolving toward an integrated
consciousness. The second deals with practical implementations in the form of
global knowledge and innovation networks. This approach is illustrated by
examples and classification of innovation networks. Duality of the metaphor
constitutes the main focus of the paper .
Kasprzak, W. A., Pelc, K. I. Prospects of Innovation:
Development Strategies, Book in
Polish: Perspektywy Innowacji – Strategie Rozwojowe, Wroclaw
University of Technology Press, Wroclaw, Poland, 422 pages, under review, forthcoming in 2012.
The
book is addressed to readers interested in development of innovation strategy
at different levels ranging from individual companies to regions and nations.
The role of education system and universities in creation and strengthening of
innovative potential is also presented. National innovation and technology
policies are illustrated by examples of European Union, U. S., and Japan. The
book is intended to be a useful source of knowledge on innovation and
technology strategies of corporations and small- and medium- size companies. It
also covers several important topics related to regional development
strategies. Knowledge of forecasts is of essential value for planning and
managing innovation at all levels. Hence the authors devoted two chapters of
the book to forecasting: one is focused on methods and techniques of
forecasting, another is presenting a selection of current forecasts.
Pelc, K. I. Multidimensional
model of technology, (in Polish: Wielowymiarowy model
techniki), Chapter in: L. Zacher
(ed.), Science – Technology – Society,
book in Polish: Nauka -
Technika – Spoleczenstwo,
Warsaw 2011, 19pp, accepted for publication 11/02/2010 (forthcoming in 2012).
Six dimensions of technology are identified:
engineering/industrial, cognitive, social, commercial, economic, and
ethical/legal. Each of them is characterized in terms of main attributes. Moral
aspects of sustainability are considered in the context of technological
change.
Pelc, K. I., Global
consolidation of research and innovation networks, Chapter in: L. Zacher (ed.), Science
– Technology – Society, book in Polish: Nauka – Technika – Spoleczenstwo, Warsaw
2011, 18pp, accepted for publication in 2010 (forthcoming in 2012).
Kurokawa, S., Pelc, K. I., Senoo, D., An interface between
strategic management and knowledge management, Preface to the Special Issue, International Journal of Knowledge
Management Studies, 3, 1 & 2, 2009, p.1 – 3.
The
Special Issue of the International Journal of Knowledge Management Studies
presents results of research conducted in many countries. It is intended to
demonstrate strategic aspects of knowledge management practices in
organizations. Review of all nine papers of the Special Issue indicates that
relationship and interactions between strategic management of a company and its
knowledge management are bi-directional. This general conclusion also applies
to individual functional areas of a company. The authors emphasize that
effective knowledge management constitutes a fundamental element of innovative
capacity of a modern company. (The authors of this Preface are the editors of
the Special Issue).
Pelc, K. I. , The evolution of Japanese industrial
system in the second half of 20th century, Transformations, Special Issue on Globalization-Technology
–Information, 39 – 40, 2008, p. 104-116.
Kasprzak, W., Kozlowska,
K., Pelc, K., Scientific and Economic Profile of Lower Silesia: Strategic and
Forecasting Perspectives, book in Polish: Specjalizacja Naukowa i Gospodarcza Dolnego Slaska w Swietle Prognoz I
Pelc, K. I., Multiple perspectives on technology:
A conceptual model based on Adam Smith's theory. In: M. Rzadkowolska
and A. Gorynska (eds.) Toward the Future (title in Polish: Ku Przyszlosci), p. 411 – 426, Academic
and Professional Publishers,
Kasprzak, W. A., Pelc, K. I., Innovation and
Technology Strategies, book in Polish : Strategie Innowacyjne i Techniczne, PALMApress,
Pelc, K. I., A Schumpeterian perspective on
technology networks. In: E. G. Carayannis and C. Ziemnowicz
(eds.) Re-discovering Schumpeter, Chapter 14, 229 – 242, Palgrave
Macmillan Publishers Ltd., Houndsmills Basingstoke,
U. K. , 2007.
Technology networks are
viewed as constellations of three platforms: knowledge networks, innovation
networks and supply/production networks. Examples of interactive networks are
shown and an introduction to analysis of complementarities
between technologies in a network are presented in the chapter.
Technology networks constitute a new Schumpeterian model of innovation, which
complements the Schumpeter Mark I and Mark II models described elsewhere.
Jambekar, A. B., Pelc, K. I., Improvisation model for team performance enhancement in a
manufacturing environment, Team
Performance Management, 2007, 13, 7/8, p. 259 – 274.
Improvisational practices
have potential of bringing an additional dimension to learning process in a
typical manufacturing organization. In today's turbulent environment employees
should possess both the capability to follow a plan while, at the same time
remaining able to respond instinctively to outcomes that are unexpected. Using
jazz metaphor the paper offers a model of decision making by an agent and a
process view of communication. Authors propose that a culture of manufacturing
environment described as "plan what we do, do what we plan, but improvise
with bias toward improved system performance" is desirable and should be
legitimized. Although the model is conceptual, it will benefit from more
empirical or case based research. The authors argue that improvisational
experience of other domains of activity e.g. creativity-based artistic
productions, jazz band, theatre, etc should be considered for adoption into
manufacturing environment after suitable transformation.
Khadke, K., Gershenson,
J. K., Pelc, K. I., Considering risk potential to enhance
engineering decision making during planned product innovation, in: H. Sherif (ed.) Management
of Technology for the Service Economy, Proceedings of the 16th
International Conference on Management of Technology, IAMOT 2007, Miami, FL, CD
format, 2007, p. 2473 – 2486.
Jambekar, A. B., Pelc, K. I., A model of knowledge processes in a manufacturing company,
Journal of Manufacturing Technology
Management, 2006,
17, 3, p. 315 - 331.
A dynamic model of knowledge
and know-how value creation and its interactions with core product and business
processes is proposed. It combines three basic elements: business process
problem solving, learning, and knowledge accumulation, into one meta-process. A
model of management system incorporating the insights from the dynamic model of
knowledge creation as applied to a mid-size manufacturing company is presented.
A managerial dashboard is proposed as a tool allowing managers to access
information from sources inside and outside the company. The tool operates as a
hypertext system and includes modules corresponding to the internal core
processes of company and its interfaces with customers, suppliers and external
knowledge sources. A case study on an instrumentation manufacturing company is
included as iillustration of the proposed model.
Pelc, K. I., Knowledge mapping. In:
D. Clarke (ed.) Theory of
Technology, Transaction Publishers,
Knowledge mapping is applied for analysis of the emerging discipline of management of technology and identifying
its source disciplines such as economics, management science, psychology,
engineering sciences, systems science, and sociology.. Influence of three
paradigms: (1) engineering management paradigm, (2) technology management
paradigm, and (3) technological entrepreneurship paradigm is also presented as
an evolutionary mechanism for the new discipline.
Kurokawa, S., Pelc, K.
The paper reviews literature on strategic management of technology in
Japanese firms. It is divided into five sections, namely: 1. Technology
strategy, 2. Inter-firm technological relations, 3. Knowledge management, 4. New product development, and 5. Japanese innovation system
and policy. The authors examine literature on technology strategy, including
general strategy, studies on de facto
standards, global technology strategy, and studies on small high-tech firms.
Then, they investigate inter-firm relations, such as keiretsu and supplier management, technological alliances,
spin-offs, and R&D consortia. Finally they review studies on new product
development processes and tools, and technology policy, followed by
implications for further research.
Pelc, K. I., On Joseph Schumpeter and technology
networks. Khalil, T. (ed.) Proceedings of the 14th
International Conference on Management of Technology, IAMOT 2005, May 22 – 26,
2005,
Concepts of Joseph Schumpeter, related to technology and innovation, are
reviewed with an emphasis on principle of “new combination” of elements
involved in an economically successful innovation. Contemporary technology and
innovation networks may be viewed as an implementation of the Schumpeter’s
ideas. Developing the combinations of different technologies, which are
mutually complementary, is one of the most creative and productive forms of
technological change. Those interconnected technologies constitute a network
that involves several types of interface: economic, cognitive, technical,
organizational etc. The paper presents a definition of technology network and its theoretical model that consists of three
platforms: knowledge network, innovation network and supply network. The model
also provides a framework for analysis of complementarities between
technologies in a network.
Pelc, K. I., Knowledge generating networks: A
Challenge to Intellectual Entrepreneurs, in: S. Kwiatkowski and P. Houdayer (eds.) Intellectual
Entrepreneurship: Through or Against Institutions,
Knowledge generating networks, supported by modern information technology,
became a new and promising form of collaboration in both basic/exploratory
research and in technological R&D. The paper addresses four issues: (1) What are the functions of knowledge generating networks in
different phases of R&D activity? (2) What are the properties of knowledge
generating networks? (3) What is the role of an intellectual entrepreneur and
his/her contribution to the success of the network? (4) What relationship
exists between configuration of a network and the need for intellectual entreprenrurship? The conclusion, based on analysis, is
that even though institutions may constitute useful framework for some types of
knwoledge generating networksm
the highest creativity, efficiency and benefits may be expected of those
networks, which involve most actively the intellectual entrepreneurs and
operate across institutional boundaries or independently of them.
Pelc, K. I., On Adam Smith
and a theory of technology, in: Y. Hosni, R. Smith and T. Khalil
(eds.) Proceedings of the 13 International
Conference on Management of Technology
- IAMOT 2004, Washington, D.C. ,April 3- 7, 2004., CD Format, ISBN 0-9712964-6-4, Paper ID 745,
Washington, D.C., pp. 10.
Review of definitions and theoretical works concerning technology suggests that different disciplinary frameworks lead to very different interpretations of that basic term. These interpretations are presented in the literature of such disciplines as philosophy, sociology, economics, psychology etc. In search for coherent background and a model of technology, a study of Adam Smith’s (1723 – 1790) historical works and statements was conducted. A hypothesis is formulated that Smith’s economic, social, ethical and legal concepts are relevant to contemporary theory of technology. This connection has been explored. Even though the term technology has never appeared in the Smith’s writings, his concepts refer to multiple aspects of technology and its impact on society. These concepts include: barter and exchange, division of labor, arts and manufactures, inventions, patents, and utility. Mapping of those concepts into a set of attributes of technology, as an object of management, is proposed. It is graphically demonstrated and described.
Kasprzak, W. A., Pelc, K. I., Technology
Strategies and Forecasts, book in Polish: Strategie Techniczne i Prognozy, ATUT Wroclaw Educational Publishers,
The book covers basic issues of technology strategy and
R&D program management in a corporation. It also presents international
competition in innovation processes with an emphasis on the innovation programs
in the European Union. In addition, the book includes a review of recent
forecasts for different fields of technology developed in
Pelc, K. I., Knowledge
Mapping: The Consolidation of the Technology Management Discipline, Knowledge,
Technology and Policy, Vol. 15, No. 3, Fall 2002, 36 – 44.
The paper
presents a method of conceptual mapping of knowledge during the consolidation
process of an interdisciplinary domain into an emerging discipline. This
approach allows to track evolution of an emerging
discipline of technology management. Knowledge consolidation is the result of
colliding source disciplines and simultaneous influence of changing paradigms.
Three paradigms have played major role in recent development of the emerging
discipline: (1) Engineering management paradigm, (2) Management of technology
paradigm, and (3) Technological entrepreneurship paradigm. The changing needs of
practice drive the process. Knowledge mapping approach identifies elements of
that process. Those elements (concepts) are identified and used for building a
map of knowledge. Impact of different source disciplines (such as economics,
management science, psychology, engineering sciences, systems science,
sociology etc) is characterized by affinities they have with concepts developed
and applied in the emerging discipline. Linkages among those concepts are
graphically interpreted in the map of knowledge.
Jambekar, A. B., Pelc,
K. I., Managing a Manufacturing Company in a Wired World, International
Journal of Information Technology and Management, Vol. 1, No. 1, 2002, 131
– 141.
Under new conditions of unlimited access to information
technology, the management of manufacturing company will be changed to take
advantage of new capabilities based on internet, intranet and computing and
simulation technologies. A conceptual model of management system, applicable in
small and medium size manufacturing companies, has been developed. It
integrates physical, information and knowledge value chains. Based on this
concept, a managerial “dashboard” is proposed as a tool allowing a manager to
access information from sources inside and outside the company, to check financial/economic
conditions and to simulate alternative courses of actions.
Pelc, K. I., Technology Management: The Origins and Shape of a New
Discipline (original title in Polish: Zarzadzanie techniczne: geneza i ksztalt nowej
dyscypliny), Transformations,
2002, No.1 – 4
(31 – 34), 102 – 106 (in Polish).
Pelc, K. I., The Evolution of Japanese Industrial System, (accepted
and forthcoming), Transformations, pp. 24.
Historical, cultural, structural, economic and administrative
factors have been simultaneously contributing to the technological and
organizational transformations that took place in
Pelc, K. I., A Knowledge Mapping Approach to
Consolidation of Technology Management As a Discipline, Proceedings of the
11th International Conference on Management of Technology IAMOT 2002,
2002,
Pelc, K. I., Knowledge Fusion
Processes in Technology Management, Proceedings of the International
Conference on Industry, Engineering, and ManagementSystems,
and 28th International Conference on Computersa and
Industrial Engineering, ICC&IE/IEMS, March 5-7, 2001, Cocoa Beach, FL,Randall
Harris (ed.), p.487-492.
Concept of knowledge fusion process is defined and applied to analysis of
problem situations in management of technology. Review of knowledge fusion
processes is presented for such areas as: interdisciplinary R&D, creation
of hybrid technologies, technological forecasting, and development of new
products/processes. It leads to the conclusion that the essential task of a
technology manager is to create conditions favorable for knowledge fusion
processes to occur.
Pelc, K. I., Forecasting for the purposes of
science policy, in: Satish C. Seth, Managing Development for Future: A Study in Transition and Change Management, Gyan,
Pelc, K. I., Counter-trends and Potential Trend Conversions in the
Early 21st Century, Technological Forecasting and Social Change, 62,
135 - 137, 1999.
Several currently dominating trends in technological and economic
development are accompanied by or lead to emergence of counter-trends. The
latter, if intensified, may cause trend conversions in the future. Three
potential trend conversions are likely to have impact on situation in the early
21st century: (1) From information search to information addiction,
overload and aversion, (2) From technological competency (of a few) to
technological illiteracy (of many), and (3) From globalism to localism.
Pelc, K. I., Multiple
Perspectives on Knowledge Generating Networks, PICMET'99 Proceedings,
Kocaoglu, D. F. and Anderson, T. R. eds. (PICMET'99
Portland International Conference on Management of Engineering and Technology, Portland
State University, Portland, Oregon, 1999) Vol. 1, Book of Summaries, p.131 ,
and Vol. 2. (Full text) pp. 6.
Analysis of knowledge generating networks is conducted by using the Linstone multiple perspective approach. Personal,
organizational and technical perspectives allow identifying properties of
knowledge networks. Those properties have impact on functions and determine
effectiveness of knowledge networks in R&D. Functions of knowledge networks
are presented and compared for two classes of creative processes: basic
scientific research and technological R&D.
Kasprzak, W. and Pelc,
K., Technological Challenges: Forecasts and Strategies, book
published in Polish: Wyzwania Technologiczne: Prognozy i Strategie, Professional
Business School Press ,
The book consists of the following chapters: (1) Initial experiences in
forecast-based economic planning, (2) Rational foundations of technological
forecasting and economic development strategies, (3) Methods of forecasting:
Pelc, K. I., Technology and
innovation in Japan, in: R. C. Dorf (ed.), The
Technology Management Handbook, Chapman & Hall/CRCnetBASE
2000, (CD Format),CRC Press LLC, Boca Raton, FL, 22.5., 1999.
Historical, cultural, economic, structural and administrative factors have
been simultaneously contributing to the technological and organizational
transformations that took place in
Pelc, K. I., Virtual networks.
in: R. C. Dorf (ed.). The
Technology Management Handbook, CRC Press LLC,
Basic properties of virtual networks and their role in R&D and new
technology development are presented in this chapter.
Pelc, K. I., Patterns of
Knowledge Generating Networks, in: D. F. Kocaoglu and
T. R. Anderson (eds.), "Innovation in Technology Management,"
PICMET,
The paper presents a concept of knowledge generating network as a model of
R&D system. Conceptual, personal and organizational networks are reviewed
and an integrated model of knowledge generating system for technological
innovation is proposed. This model assumes that organizational networks support
connections among individual researchers (personal network) who create new
concepts and solutions which add to the conceptual network. A hypothesis is
presented concerning possibility of using the neural network as a metaphor in
further studies on R&D networks.
Pelc, K. I., Metrology as
an Interdisciplinary Domain of Knowledge (published in Polish: Metrologia jako dziedzina interdyscyplinarna) in
: J. Mroczka (ed.), "Metrologia,"
Wroclaw University of Technology, WUT Press, Oficyna Wydawnicza Politechniki Wroclawskiej, Wroclaw, Poland, 1997, p. 53 - 60.
_________________________________________________________________________________________________________________________
Pelc, K. I., Book Review : Gary L. Downey, “The Machine in Me: An Antropologist Sits Among Computer Engineers,”
Pelc, K. I., Book Review : Ronald Mascitelli,
« The Growth Warriors : Creating Sustainable Global Advantage for
_________________________________________________________________________________________________________________________
Pelc, K. I., Book Review :
Thomas H. Davenport, “Information Ecology: Mastering the Information and
Knowledge Environment,”
__________________________________________________________________________________________________________________________
Pelc, K. I., Book Review : R.
Oakley, W. During, S. M. Mukhtar (eds),
“New Technology-Based Firms in the 1990’s,”
“R&D Management” 30,
2000, p. 372-374.
Pelc, K. I., Book Review:
Starr R. Hiltz, "The Virtual Classroom: Learning
without Limits via Computer Networks," Ablex,
Pelc, K. I., Knowledge Mapping: A Tool for Management of Technology,
chapter in: Gerhard H. Gaynor (ed.), "Handbook of Technology
Management,"
Chapter Outline:
Introduction. Application of knowledge mapping for
technology management. Methods of knowledge mapping: General remarks
about knowledge representation. Chronological mapping.
Co-word based mapping. Cognitive mapping. Conceptual mapping. Conclusion. References.
Jambekar, A. B., Pelc,
K. I., Knowledge Imperative and Learning Processes in Technology
Management, chapter in: Gerhard H. Gaynor (ed.), "Handbook of
Technology Management," McGraw-Hill, New York, N.Y. 1996, Chapter 19,
pp. 19.1. - 19.17.
Chapter Outline:
Introduction. Knowledge imperative: Types of knowledge for management of
technology. Education and training for management of technology. Learning
processes in an organization: Towards definition of organizational learning. Individual learning. Group or team
learning. Theory building process - learning. Systems thinking: The
foundation of the learning organizations. Challenge for managers - leaders. References.
Pelc, K. I., Maps of
Virtual Structures in R&D, in Proceedings of the International Engineering
Management Conference IEMC '96, "Managing Virtual Enterprises,"
Vancouver, Canada, August 18-20, 1996, Institute of Electrical and Electronic
Engineers, Inc., Piscataway, N. J., 1996, pp. 459 - 463.
Purpose of this paper is to propose an analytical approach to virtual
structures in R&D. Those structures emerge as a consequence of two trends:
(1) integration of knowledge in research and development, and (2) growth of new
communication media allowing for immediate access to and exchange of expertise.
Evolution of collaborative structures is reviewed, ranging from traditional
pattern of the "invisible college" to current virtual structures of
R&D projects implemented in a distributed environment. Selected properties
of virtual structures, such as virtual co-location, current research protocols,
shared lab notes, shared data bases, interactive evaluation etc., are reviewed.
Those properties determine new conditions for management of R&D. Maps of
virtual structures are considered to be a potentially effective tool in R&D
management. Configurations, advantages and limitations of virtual structures
are discussed. Maps of structures are proposed and illustrated with examples.
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