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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. 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 visiting scholar at JCMU
in Hikone, Japan, where he presented a special intensive course of “Japanese
Innovation Management.”
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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.
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., Global consolidation
of research and innovation networks, Chapter in: L. Zacher (ed.), Science – Technology – Society, book in
Polish: Nauka – Technika – Spoleczenstwo, Warsaw 2010, 18pp, (forthcoming).
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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