Mírian Oliveira 1 e Mário Caldeira 2
RESUMO: A gestão do conhecimento continua a ser um desafio acadêmico e empresarial. Muitas organizações têm dificuldade em implementar com sucesso projectos de gestão do conhecimento. Este trabalho de investigação tem como objectivo analisar os aspectos considerados na literatura como associados a iniciativas de gestão do conhecimento e apresentar um framework que permita integrar esses diferentes aspectos. Este enquadramento poderá ser utilizado como referencial para a implementação e desenvolvimento de projectos de gestão de conhecimento.
Palavras-Chave: Gestão do Conhecimento, Gestão da Informação, Gestão de Projectos
TITLE: A knowledge management framework for organizations
ABSTRACT: Knowledge management is still an academic and professional challenge. Many organizations have significant problems in implementing in-house successful knowledge management projects. The objective of this research is to analyze the issues identified in the literature as related to knowledge management initiatives and present a framework that enable the integration of those different issues. The framework can be used as a reference in the implementation and development of knowledge management projects.
Key Words: Knowledge Management, Information Management, Project Management
]]> TÍTULO: Un «framework» para la gestión del conocimiento en las organizaciones
RESUMEN: La gestión del conocimiento sigue siendo un reto académico y empresarial. Muchas organizaciones tienen dificultad en implementar con éxito proyectos en la gestión del conocimiento. Este trabajo de investigación tiene como objetivo analizar todos los aspectos considerados en la literatura como asociados a iniciativas en gestión de conocimiento y presentar un «framework» que permita integrar eses diferentes aspectos. Este cuadro puede ser utilizado como referencia en la implementación y desarrollo de proyectos de gestión de conocimiento.
Palabras Clave: Gestión del Conocimiento, Gestión de la Información, Gestión de Proyectos
Texto completo disponível apenas em PDF.
Full text only available in PDF format.
Referências bibliográficas
BLOODGOOD, J. M. e SALISBURY, W. D. (2001), «Understanding the influence of organizational change strategies on information technology and knowledge management strategies». Decision Support Systems, vol. 31(1), pp. 55-69. [ Links ]
BOSE, R. (2004), «Knowledge management metrics». Industrial Management and Data Systems, vol. 104(6), pp. 457-468.
]]> CALDEIRA, M. e WARD, J. (2002), «Understanding the successful adoption and use of IS/IT in SMEs – An explanation from Portuguese manufacturing industries». Information Systems Journal, vol. 12(2), pp. 121-152.CONNER, K. e PRAHALAD, C. (1996), «A resource-based theory of the firm: knowledge versus opportunism», Organization Science, vol. 7(5), pp. 477-501.
DARROCH, J. (2003), «Developing a measure of knowledge management behaviors and practices». Journal of Knowledge Management, vol. 7(5), pp. 41-54.
DAVENPORT, T. e PRUSAK, L. (1998), Working Knowledge. Harvard Business School Press, Boston.
DEL-REY-CAMORRO, F. M.; ROY, R.; WEGEN, B. V. e STEELE, A. (2003), «A framework to create key performance indicators for knowledge management solutions». Journal of Knowledge Management, vol. 7(2), pp. 46-62.
FORCADELL, F. J. e GUADAMILLAS, F. (2002), «A case study on the implementation of a knowledge management strategy oriented to innovation». Knowledge and Process Management, vol. 9(3), pp. 162-171.
GOH, S. C. (2002), «Managing effective knowledge transfer: an integrative framework and some practice implications». Journal of Knowledge Management, vol. 6(1), pp. 23-30.
GORE, C. e GORE, E. (1999), «Knowledge management: the way forward». Total Quality Management, vol. 10(4-5), pp. 554-560.
GRAY, P. H. e MEISTER, D. B. (2006), «Knowledge sourcing methods». Information and Management, vol. 43(2), pp. 142-156.
GREENGARD, S. (1998), «How to make KM a reality». Workforce, vol. 77(10), pp. 90-91.
]]> HANSEN, M. T.; NOHRIA, N. e TIERNEY, T. (1999), «What’s your strategy for managing knowledge». Harvard Business Review, vol. 77(2), pp. 106-121.HARIHARAN, A. (2005), «Implementing seven KM enablers at Bharti». Knowledge Management Review, vol. 8(3), pp. 8-9.
HOLSAPPLE, C. W. e JOSHI, K. D. (2002), «Knowledge management: a threefold framework». The Information Society, vol. 18(1), pp. 47-64.
JARRAR, Y. F. (2002), «Knowledge management: learning for organizational experience». Managerial Auditing Journal, vol. 17(6), pp. 322-328.
KULKARNI, U.; RAVIDRAN, S. e FREEZE, R. (2007), «A knowledge management success model: theoretical development and empirical validation». Journal of Management Information Systems, vol. 23(3), pp. 309-347.
LAI, H. e CHU, T.-H. (2002), «Knowledge management: a review of industrial cases». Journal of Computer Information Systems, vol. 42(5), pp. 26-39.
LEE, C. C. e YANG, J. (2000), «Knowledge value chain». Journal of Management Development, vol. 19(9), pp. 783-793.
LIEBOWITZ, J. (1999), «Key ingredients to the success of an organization’s knowledge management strategy». Knowledge and Process Management, vol. 6(1), pp. 37-40.
LIN, C. e TSENG, S.-M. (2005), «The implementation gaps for the knowledge management system». Industrial Management & Data Systems, vol. 105(2), pp. 208-222.
McCAMPBELL, A. S.; CLARE, L. M. e GITTERS, S. H. (1999), «Knowledge management: the new challenge for the 21st Century». Journal of Knowledge Management, vol. 3(3), pp. 172-179.
]]> MENTZAS, G. (2001), «An holistic approach to realizing the full value of your ‘knowledge assets’». Knowledge Management Review, vol. 4(3), pp. 10-11.NDLELA, L. T. e TOIT, A. S. A. (2001), «Establishing a knowledge management programme for competitive advantage in an enterprise ». International Journal of Information Management, vol. 21(2), pp. 151-165.
NONAKA, I. e TAKEUCHI, H. (1995), The Knowledge-Creating Company. Oxford University Press, Oxford.
OKUMUS, F. (2003), «A framework to implement strategies in organizations». Management Decision, vol. 41(9), pp. 871-882.
PETTIGREW, A. M. (1987), «Context and action in the transformation of the firm». Journal of Management Studies, vol. 24(6), pp. 649-670.
PETTIGREW, A.; WHIPP, R. e ROSENFELD, R. (1989), «Competitiveness and the management of strategic change processes». In A. Francis e P. Tharakan (Eds.), The Competitiveness of the European Industry, Routledge, Londres, pp. 111-136.
RUBENSTEIN-MONTANO, B. et al. (2001a), «A systems thinking framework for knowledge management». Decision Support Systems, vol. 31(1), pp. 5-16.
RUBENSTEIN-MONTANO, B. et al. (2001b), «SMARTVision: a knowledge management methodology». Journal of Knowledge Management, vol. 5(4), pp. 300-310.
SHANKAR, R. e GUPTA, A. (2005), «Towards for knowledge management implementation». Knowledge and Process Management, vol. 12(4), pp. 259-277.
SHER, J. P. e LEE, C. V. (2004), «Information technology as a facilitator for enhancing dynamic capabilities through knowledge management ». Information and Management, vol. 41(8), pp. 933-945.
]]> SMITH, H. A.; MCKEEN , J. D e SINGH, S. (2006), «Making knowledge work: five principles for action-oriented knowledge management». Knowledge Management Research and Practice, vol. 4(2), pp. 116-124.TIRPAK, T. M. (2005), «Five steps to effective knowledge management ». Research Technology Management, vol. 48(3), pp. 15-16.
TURBAN, E.; McLEAN, E. e WETHERBE, J. (2002), Information Technology for Management: Transforming Business in the Digital Economy. 3th ed., John Wiley & Sons, EUA.
WARD, J. e DANIEL, E. (2006), Benefits Management: Delivering Value from IS & IT Investments. John Wiley & Sons, Inglaterra.
WIIG, K. M.; DE HOOG, R. e VAN DER SPEK, R. (1997), «Supporting knowledge management: a selection of methods and techniques». Expert Systems with Applications, vol. 13(1), pp. 15-27.
WONG, K. Y. e ASPINWALL, E. (2004), «Knowledge management implementation frameworks: a review». Knowledge and Process Management, vol. 11(2), pp. 93-104.
1 Mírian Oliveira
Doutora em Administração (Univ. Federal do Rio Grande do Sul, Brasil). Professora Titular do Mestrado em Administração e Negócios da Pontifícia Universidade Católica do Rio Grande do Sul, Porto Alegre, RS, Brasil.
]]> Professor of Pontifical Catholic University of Rio Grande do Sul, Porto Alegre – RS, Brazil. Doctor in Business Administration (Federal University of Rio Grande do Sul, Brazil).Doctorada en Administración (Univ. Federal do Rio Grande do Sul, Brasil). Profesora Titular de la Maestría en Administración y Negocios de la Pontifícia Universidade Católica do Rio Grande do Sul, Porto Alegre, RS, Brasil.
2 Mário Maciel Caldeira
Doutor em Gestão (Univ. de Cranfield, Reino Unido). Professor Associado com Agregação do ISEG – Universidade Técnica de Lisboa, Lisboa, Portugal.
Associate Professor at ISEG – Technical University of Lisbon, Lisbon, Portugal. PhD in Management (Cranfield University, United Kingdom).
Doctorado en Gestión (Univ. de Cranfield, Reino Unido). Profesor Asociado con Agregación en el ISEG – Universidade Técnica de Lisboa, Lisboa, Portugal.
Recebido em Outubro de 2007 e aceite em Fevereiro de 2008.
Received in October 2007 and accepted in February 2008.
]]>