<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Elaine Forgoza</style></author><author><style face="normal" font="default" size="100%">Jorge Magalhães</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">IMPROVEMENT IN THE MANAGEMENT OF PROCESSES FOR THE ACQUISITION AND STANDARDIZATION OF PHARMACEUTICAL INGREDIENTS IN A SCHOOL LABORATORY</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">pharmaceutical laboratory</style></keyword><keyword><style  face="normal" font="default" size="100%">process control</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672757021.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The pharmaceutical industry is a dynamic sector in terms of innovation and management. The sector generates around US$ 1.5 trillion a year. In this sense, continuous improvement actions in the management of its processes are constantly present. However, the training of its professionals permeates strict knowledge in the field of quality, pharmaceutical legislation, and public health since education generates knowledge and provides innovation. Therefore, studying quality management, processes and innovation for the education sector and industry are fundamental for companies and organizations in the health area in the 21st century to improve the management of the acquisition of inputs. The results point to gains for the implementation of the Guideline for Standardization and Acquisition of pharmaceutical ingredients in their respective processes.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">25-35</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Jorge Magalhães</style></author><author><style face="normal" font="default" size="100%">Koch Chaves, H.</style></author><author><style face="normal" font="default" size="100%">Viviane Theodora Muniz</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN OVERVIEW OF BIG DATA IN COVID-19 AS A CONTRIBUTION TO THE MANAGEMENT OF SCIENTIFIC AND TECHNOLOGICAL KNOWLEDGE</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Big Data</style></keyword><keyword><style  face="normal" font="default" size="100%">coronavirus patents</style></keyword><keyword><style  face="normal" font="default" size="100%">Covid-19</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180701.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In times of pandemic, rapid sharing of research data is urgently needed, as is the intensification of networking. The COVID-19 pandemic brought a new perspective in relation to knowledge management in various organizational means, whether through the search for innovation or the improvement of its processes. Thus, to calculate the state of the art and track scientific and technological knowledge in the COVID-19 spectrum, the keyword “Coronavir*” was used in the PubMed and Espacenet databases. Data were processed by Carrot Search Lingo4G® and PatentInspiration®. In the Pubmed database, 1,000 documents were retrieved, which were organized into 81 groups of sub-themes, with emphasis on the sub-theme “treatment during coronavirus disease”, with 188 articles (18.8% of the total). Regarding technological innovation, China and the United States were the countries that filed the most patent applications, especially in 2020 and 2021, corresponding to 68.5% of the total. The first 4 (four) applicants with the highest number of patents were Pfizer, Gilead Sciences Inc., Center Nat Rech, Crucell Holland. The results obtained over a period of time demonstrate a partnership between universities and companies towards the fight against the pandemic. The tools for identifying, extracting and processing data (or free), are needed efficiently in the management of scientific and technological knowledge in COVID -19, thus being able to contribute to more assertive decision-making at various organizational levels.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">102-111</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Jorge Magalhães</style></author><author><style face="normal" font="default" size="100%">Marcos Hir</style></author><author><style face="normal" font="default" size="100%">Luc   Quoniam</style></author><author><style face="normal" font="default" size="100%">Zulmira Hartz</style></author><author><style face="normal" font="default" size="100%">Daniele Alves de Oliveira</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A MANAGEMENT TOOL TO AID IN THE TROPICAL OUTBREAK OF THE 21st CENTURY: SENIOR SCIENTISTS AND THEIR KNOWLEDGE OF THE TRIPLE THREAT DENGUE, ZIKA AND CHIKUNGUNYA</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">information science</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">public health</style></keyword><keyword><style  face="normal" font="default" size="100%">triple threat</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180631.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The 21st century presents itself as the informational and knowledge age. The aging population and the technological innovation to medicine have been a constant concern due to the search for the complete state of well-being of the individual. Nations are making increasing efforts to continually improve their populations. There is an urgent need for better management of knowledge and integrality of health care, such as the integration, convergence and pragmatism of actions in multiple areas. According to the World Bank and the World Health Organization, half the world's population does not have access to essential health services and more than 1 billion are threatened by neglected diseases. Therefore, information science aid in the complexity of identifying, extracting, and treating the quintillions of data added daily to the Web. After processing by ScripLattes tool thousands of resumes on the Lattes platform, 39,046 triple threat experts have been identified, but only 0.3% are senior competencies. The scientific papers published in Dengue fever, Zika virus and Chikungunya fever are 11,743. The ScripLattes tool proved to be efficient to support in the management of scientific knowledge in public health. Thus, this research provides an overview from the core competencies in triple threat in Brazilian territory and their mainly scientific and technological publications. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">40-55</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Andrea  Bencsik</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">WHY DO NOT KNOWLEDGE MANAGEMENT SYSTEMS OPERATE?</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">best practice</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management system</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456466.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The topic of knowledge management is one of the most popular research areas not on a theoretical, but on a practical level as well. Researchers report on newer and newer research results, still readers might have a feeling that something was missing from the complete picture. The aim of this paper is to give a panorama about the practical application of knowledge management systems (KMS) in Hungarian companies to show the solutions, tools which cause the most problems during the realization of the steps of a KMS building. The results of the qualitative surveys (which are presented on the basis of the well-known Probst model) show that in spite of any initiations, there are no well - operated knowledge management systems of the companies which operate according to theoretical models. As the research has realized, the biggest problem is that the leaders try to carry out and to put into practice KM initiations by imperfect theoretical and unprepared managerial knowledge. That is why these initiations will be failed or will not bring in suitable outcomes. The results of this survey are a great help to build a KMS, to repair an existing system or to apply new methods and tools.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">18-26</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Andrea  Bencsik</style></author><author><style face="normal" font="default" size="100%">Tímea Juhász</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CHANCE OF SUCCESS AT HUNGARIAN SMALL AND MEDIUM SIZED ENTERPRISES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966145.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">At the beginning of the 21st century it can be seen that social-economic and environmental problems have become so complex that to solve or handle them a more efficient and global knowledge is needed.
 Due to of this situation - and pressure of social – economic development – in developed societies the unfolding knowledge industry (knowledge business) has become separated and a dynamic growing production – supply sector.
 Traditional management concentrates on tangible tools, but knowledge management prefers intangible areas, such as learning and knowledge. This shows that to measure and analyze intellectual resources efficiently is not a trivial task. Globalization, decreasing life cycles, the role of knowledge in R&amp;D (research and development) result in continuously changing demands of products, suppliers and processes which all demand to renew application procedures (for example demand of innovation).
 On the basis of these ideas further questions can be put. How can Hungarian small and medium sized enterprises (SMEs) meet the demands of the new economy? How is knowledge creation, sharing, altogether knowledge management, used in everyday life? How can a company help individual and organizational learning? This two - year research has tried to find answers to these questions. In the research qualitative and quantitative techniques were used. In the course of investigations of the possibilities of SMEs breaking free, organizational knowledge was examined from 3 different viewpoints: intellectual capital, knowledge investigation, knowledge strategy. The results were verified from the view of secondary innovation. There are very important roles of SMEs, especially the ones based on knowledge and on human capital. This paper shows a small but stressed segment of the results.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">16-30</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Jana  Ďurišová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">KNOWLEDGE LIFE CYCLE AND ITS APPLICATION IN AUTOMOTIVE INDUSTRY</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">automotive industry</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge life cycle</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391946283.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Knowledge management (KM) is attracting considerable attention as many organizations realize that they compete in a knowledge economy. Therefore, a key source of sustainable competitive advantage relies on managing knowledge. The vast majority of the existing frameworks in KM efforts focus on knowledge processes that takes place during the so-called “knowledge life-cycle” (KLC). Analysis of knowledge flow should always cover the entire life cycle of knowledge, from its formation, through saving and using, to its end. Companies that want to develop and use knowledge most effectively and profitably should begin to treat it differently according to the stages of the knowledge life-cycle. The purpose of this paper is to compare main concepts of the knowledge life cycle and to introduce a possibility of analyzing knowledge flow in practice, particularly in the automotive industry. The first section introduces knowledge management in organizations. Thereafter, a list of main concepts of knowledge life cycle is presented. Most of the concepts are similar and describe KLC as a process that consists of several stages in hierarchical order. Authors usually add particular steps that differ from others, such as individual and group learning from knowledge, obtaining value from knowledge, or knowledge disposal at the end of the process. Although KLC models have already been usefully developed as a tool for thinking about products and technology, a case study presenting knowledge flow during all stages of life cycle in automobile industry is missing. Therefore, the potential of analyzing knowledge flow in automotive industry is outlined as this field is the subject of author’s research. The final section summarizes important contributions and insights for future research.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">45-53</style></section></record></records></xml>