Análise da gestão do conhecimento de um instituto de pesquisa e desenvolvimento em Manaus

Abstract

Knowledge Management is the systematic and intentional build of processes aimed at capturing, storing, sharing knowledge and background of individuals in an organization. Once transformed into organizational knowledge, this will be incorporated into the processes, products and services of a company, enabling the generation of more knowledge, by means of conversion, in an upward spiral, which allows the acquisition of competitive advantages to organizations that manage efficiently this flow. In order to investigate how a knowledge-intensive organization deals with these issues, was chosen an Institute for Research and Development based in the Industrial Pole of Manaus, expert developer of products and services based on full knowledge, was chosen to be investigated through a case study of nature qualitative. The survey was conducted over six months between 2010 and 2011 and was attended by approximately 1 / 3, both of managers as employees who do not occupy a strategic position in the company, respectively. The methods of data collection were individual interviews with managers and inductive closed questionnaire to other employees. Through the first instrument, we sought to assess what level of understanding of managers on Knowledge Management and the importance they attributed to the subject, as well as what management practices they adopted to manage the creation and sharing of knowledge in the company. By the second instrument, aimed to capture the perception of the other staff of the company as four important dimensions, which within variables include the effective management practices observed in proactive firms in relation to Knowledge Management. The study revealed that the investigated R & D Institute has many characteristics of typical organizations of the Knowledge Society, with a remarkable potential to position itself at the forefront of proactive firms regarding Knowledge Management. However, it was found that even the company has the ideal conditions for doing so, has not exploited this opportunity as corporate level, were found isolated initiatives, but very initial in order to position itself strategically and get the most out of its particular condition . On the other hand, the perception of other employees in the survey pointed to the same direction, there is evidence of well-established management practices were taken, but without proper coordination, to foster the creation and sharing of knowledge and consequently get competitive advantages. As recommendations, it was suggested that the company study the possibility of implementing some practices from the two main theories about this topic: Theory of Organizational Knowledge Creation and Learning Organizations. It is believed that such initiatives could lead it to another level within the organizations and that its innovative path towards knowledge management can be very proactive shortened.