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Created a pioneer Nanotechnology company related to space in Lectured conferences, seminars and exhibitions about Nanotechnology. CapaBall Partner Autor del libro Del Big Data a la I. Keynote A. Research in Virtual Reality and Artificial Intelligence since Browse videos by categories or - - From Big Data to A.

For Space Keynote Huawei Brussels BNP A. Keynote Visual Resume Guggenheim Museum A. Keynote Del Big Data a la Inteligencia Artificial True Nature of Success With S. Zoetis Innovation Days La Salle Commencement Speech Weekly Radio Interviews Augmented Reality Telefonica The Spanish company manufactures two types of sensor-based sorters in terms of the particle-size of the materials to be sorted: particles from 2 to 50 millimetres and particles from 50 to millimetres.

The width of the sorters varies mostly from 1 to 2 metres, until 3 metres. Figure 1 shows the combination of inductive detection and machine vision technologies of different equipment, for small or large particle-size materials, that the Spanish company is developing. In a first working scenario, the inductive sensors sought must detect the ferrous and non-ferrous particles contained in a wide range of mixed waste streams consisting of different amounts of metal contents, plastics, glass, etc.

In a second scenario, the inductive sensors must differentiate mostly iron and steel of the ferrous stream. In a third scenario, the inductive sensors must differentiate mostly aluminum, copper, stainless steel, brass of the non-ferrous stream. The company is interested in a technical cooperation agreement or a commercial agreement with technical assistance with solution providers in order to integrate the inductive sensoring solution in the current machine-vision equipment manufactured by the company. A team of highly skilled engineers of the Spanish company will technically support the solution providers with the integration of the technology in the company equipment.

The analysis of social networks ASN is the mapping and measurement of relations and flows among people, groups, organizations or other information and knowledge processing entities [22]. The ASN is a method used to view people who comprise the network and their connection power; this can be used by organizations to identify the best way of interacting in order to transfer and sharing knowledge.

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This method allows identifying the relationships among people to record them in a map that facilitates the identification of knowledge flow. An ASN allows visualizing informal links and knowledge managers can more easily understand several relationships that can facilitate or impede the creation and transfer of knowledge. The Cooperation process has been defined from the Nodes of a network and the established Relationships that will be determined by the transfer dynamic set during the execution of the SECI and Ba Model [23] [24] [25].

Cooperation involves sharing work or a task. Cooperation offers a possibility for individuals, networks, and organizations to set relationships based on confidence. In this manner, cooperation relationships should be boosted from the interest of cooperating players within a knowledge transfer process, defined from cooperation agreements as formal contracts where intellectual property over results of transfer process knowledge within the framework of a cooperation project can be clearly identified.

In this sense, the Cooperation project becomes an instrument that allows setting such relationships. Measures of cohesion, centrality, closeness, reciprocity, importance, among others, allow identifying the relationships within and among organizations, facilitating the identification and location of knowledge sources, identifying and improving the knowledge flow, accelerating the information and knowledge flow, and improving the effectiveness of formal and informal communication channels.

Cooperation, Participation, Interactivity, and Collaboration are principles that support value generation through the IC. The generally accepted classification of the IC involves human capital, structural capital and relational capital. Accordingly, the human capital includes employees and their aptitudes, attitudes, skills, and capacities useful for the organization and acquired throughout life, formally or informally, intended for the construction or development of new knowledge.

The structural capital incorporates information and communication systems, technology, processes, and culture represented in an explicit, structured, systematized, and institutionalized manner to achieve the proper management and transfer of useful knowledge for the organization. Finally, the relational capital accounts for the number of internal and external relationships of the organization, intended to interact with participants and to facilitate transfer of relevant knowledge for the business.

The IC has been deemed as an intangible non-identifiable asset; that is, it keeps hidden at an accounting standpoint [10]. However, despite its exclusion from the financial statements of an organization just as any intangible asset , it becomes an important strategic factor for the creation of value in companies; it also increases productivity and efficiency and innovates in relation to business processes and products [24].

These competitive advantages, associated to intangible assets, have allowed obtaining financial evidence that companies with a higher degree of unrecognized intangibles finally gain better profits [27]. It could be affirmed that the IC is the knowledge put at the service of an organization to create value.

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In this sense, most models used to measure IC employ performance indicators Skandia, Intellect, etc. See Figure 1. The relationship shown in Figure 1 above is complemented with Table 1 that shows the characteristics of Social Business and its relationship to the IC, in such a way that it can be associated to the indicators created for this study.

Characteristics of Social Business. Active participation of employees in the organization projects. Implementation of technological tools that allow having a better interaction among individuals. Implementation of technological tools that allow having a record of information and knowledge. Development of physical and virtual spaces that allow the meeting of individuals.

Development of an organizational culture oriented to network. Development of alliances and cooperation agreements with other organizations or institutions. Collaboration and strategic alliances with suppliers and competitors. Proper communication among all the areas of the organization. Cooperation; Participation; Interactivity; and Collaboration. Strategies proposed by the Social Business have allowed seeing several achievements at the organizations that have implemented this business model. All around the world, there are successful cases that prove how this model allowed the organizations to resolve problems or reach an organizational goal, and this became a competitive advantage.

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See Table2. Table 2 Success cases on the implementation of the social business [6]. Solution from Social Business. Change of mentality in order to improve efficiency of employees and labor conditions. Office strategy at home for employees, and socialization through campaigns on media. To show passion and care in each interaction with customer, by employees defending the company.

Drop of the brand loyalty indicator; low emotional connection among products and customers. Creation of a community person to person among its customers in order to share activities that can be executed with scissors product offered by the company , creating a sense of joint ownership that favors both purpose and reporting. Having a study case conducted in a knowledge transfer project within a Colombian Information Technology IT Company as the starting point, it was found that value generation was real through the creation of Social Networks as structures by means of which knowledge and information is transferred, having the Cooperation Model 2.

For effects of this article, the methodology of the model above is taken again with the purpose of analyzing and identifying value generation. Observation: During the observation process, work teams that made part of the transfer need defined in the organization were defined. Within these work teams, inquiries, workshops, and meetings were held with the purpose of establishing contacts with issuers and receivers to start relationships based on confidence as the essential principle for the creation of Social Networks.

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The execution of these activities allowed completing an exploration process that resulted in the identification of tendencies of the participants of the KTP Experimentation: From observation activities performed and results obtained, a number of characteristics of nodes emitters and receivers were determined in relation to the concept of Cooperation 2. Analysis of Events: Having observation and experimentation processes as the starting point, a study case was defined to develop several executions of the COOPIN 2.

In this manner, a transfer could need several iterations until completing the required transfer. The record of the procedure performed in each task of the process should be done by recording the information on several templates located at a repository. Figure 2 shows a general view of the KTP The set of participants, activities or tasks, connectors, and events that compose the model, establishes a coordinated and collaborative work style inspired on the business model proposed by the Social Business.

Through such model, the organization can fulfill several cooperation and interaction needs within and among organizations, supported on the use of information and communication technologies among the people and entities involved.

In this way, the KTP Figure 2 Knowledge Transfer Process 2. Commitment : The KTP From this basis, innovation is given a clear way since the process is not only dependent on experts but any employee from their own experience and knowledge can be able to promote new ideas that, in the future, will be used to improve products, services, processes or structures; that is, common spaces of creativity, construction, and transfer are opened.

Barriers removal: The KTP Table 3 Participants of the Knowledge Transfer Process 2. Knowledge Employee leading the knowledge transfer project of the organization.

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Organizational Supporting Team. Supports and provides the Information Technology strategy required by the transfer process. Supports and defines the participants of work teams for the knowledge transfer project.

Once the Knowledge Transfer Project has been approved, the execution should be run. Finally, the knowledge transfer performed is evaluated based on the degree of satisfaction of the RKE, assessing transformations on individual and organizational knowledge bases obtained in receiving areas, according to the organizational objectives. The company offers the maximum degree of CMMI. This company consists of employees mainly located in Medellin City, remaining employees are located in Brazil, Costa Rica and Ecuador. This company provides services in the following areas: Software Engineering and Business Analytics, based on international quality standards.

The IT company, as a strategy to improve knowledge of its employees, decides to educate the group of knowledge employees from the Software Engineering Area on agile development methodologies. When the transfer need is identified, the IT organization makes a search on its yellow pages to look for an expert on agile methodologies. After the search, it is found that the expert is not within the organization; for this reason, external staff is hired.

Due to the geographic distance of employees, training program requires a collaborative work strategy based on the Collaboration 2. The Table below shows an example of knowledge repository for the record of the need and transfer project. See Table 4.

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Department: Software Engineering — Development Group. Knowledge Transfer Need : Identified as the knowledge transfer need for the training of employees on agile software development methodologies. This training should be executed by an external expert. Training on agile development methodologies for employees of the Development Team in order to improve knowledge bases and increase productivity.

Process or activity on which a Knowledge Transfer will be performed: Software Development. Knowledge Transfer Cycle 1 : An external expert on agile development methodologies will train the employees from the development team. Competences from implicit and explicit knowledge. Information and Communication Technology Requirements.

Remarks on Special Requirements. Participants are located at different geographic sites.