O propósito deste estudo foi analisar a relação entre Clima Organizacional (CO) e Gestão do Conhecimento (GC) partindo da revisão sistemática da literatura. A pesquisa bibliográfica foi realizada nas bases de dados Web of Science e... more
O propósito deste estudo foi analisar a relação entre Clima Organizacional (CO) e Gestão do Conhecimento (GC) partindo da revisão sistemática da literatura. A pesquisa bibliográfica foi realizada nas bases de dados Web of Science e Scopus, por meio dos descritores "organizational climate" e "knowledge management". Os resultados mostraram uma relação entre os termos nos diversos sistemas de produção (bens e serviços), não foram encontrados estudos dessa relação em países em desenvolvimento, nem no Brasil. Há um consenso na literatura, que aponta que o CO favorável (analisando variáveis como motivação, satisfação, comunicação, liderança, entre outros) promove benefícios sobre a GC e vice-versa. Estudos futuros devem analisar as relações entre fatores do CO e a GC: por exemplo, os fatores motivadores e as barreiras à intenção de partilhar o conhecimento avaliando os ambientes de trabalho, por meio de instrumentos de pesquisas e rigorosas análises de correlação. Estudar como as variáveis de CO e GC se relacionam em diferentes contextos e culturas.
Research Interests:
Research Interests:
Research Interests:
Research Interests:
The systems engineering using has an important role for enterprises that develop complex systems as space industry because it releases the product lifecycle vision. The objective of this article is to provide a model that integrates... more
The systems engineering using has an important role for enterprises that develop complex systems as space industry because it releases the product lifecycle vision. The objective of this article is to provide a model that integrates systems engineering and quality management systems. The study is limited to aerospace product
Research Interests:
Research Interests:
Research Interests:
Adriana Marotti de Mello (ESPM-USP), Antônio Artur de Souza (UFMG), Cynthia Oliveira Lara (UFMG), Edgard Dias Batista Jr. (UNESP), Ewerton Alex Avelar (UFMG), Guilherme Ary Plonski (USP), Guilherme Bizarro Salve (USP-SCar), Hugo J.... more
Adriana Marotti de Mello (ESPM-USP), Antônio Artur de Souza (UFMG), Cynthia Oliveira Lara (UFMG), Edgard Dias Batista Jr. (UNESP), Ewerton Alex Avelar (UFMG), Guilherme Ary Plonski (USP), Guilherme Bizarro Salve (USP-SCar), Hugo J. Ribeiro Junior (UNIFEI-UNESP), ...
Abstract Purpose – This paper aims to propose a model of production management that integrates knowledge management, as a third dimension, to the production and work dimensions and to identify factors that promote a favorable context for... more
Abstract
Purpose – This paper aims to propose a model of production management that integrates knowledge
management, as a third dimension, to the production and work dimensions and to identify factors that
promote a favorable context for knowledge sharing and results achievement in the production
operations shop floor environment.
Design/methodology/approach – The model proposed is built from opportunities identified in the
literature review.
Findings – The factors in the model integrate its three main components: knowledge management,
production organization and work organization, providing a representation of the dynamics of the
workplace and shop floor environment.
Practical implications – The proposed model and its factors allow managers to better understand and
to improve the organization activities, because it integrates knowledge management with the production
organization and work organization components of traditional models.
Originality/value – Literature acknowledges the role of knowledge as competitive advantage, but it is
still dealt in an implicit way within the traditional models of production management. This paper
proposes a model and factors that provide a favorable context for tacit knowledge sharing and results
achievement in the production operations shop floor environment. The model explicitly integrates
knowledge management with traditional models’ components.
Purpose – This paper aims to propose a model of production management that integrates knowledge
management, as a third dimension, to the production and work dimensions and to identify factors that
promote a favorable context for knowledge sharing and results achievement in the production
operations shop floor environment.
Design/methodology/approach – The model proposed is built from opportunities identified in the
literature review.
Findings – The factors in the model integrate its three main components: knowledge management,
production organization and work organization, providing a representation of the dynamics of the
workplace and shop floor environment.
Practical implications – The proposed model and its factors allow managers to better understand and
to improve the organization activities, because it integrates knowledge management with the production
organization and work organization components of traditional models.
Originality/value – Literature acknowledges the role of knowledge as competitive advantage, but it is
still dealt in an implicit way within the traditional models of production management. This paper
proposes a model and factors that provide a favorable context for tacit knowledge sharing and results
achievement in the production operations shop floor environment. The model explicitly integrates
knowledge management with traditional models’ components.
Research Interests:
Abstract Purpose – The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines. Design/methodology/approach – The study is... more
Abstract
Purpose – The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in
unstructured work environments, such as those found in automated production lines.
Design/methodology/approach – The study is based on a qualitative approach, and it draws data
from a four-month field study at a blown-molded glass factory. Data collection techniques included
interviews, informal conversations and on-site observations, and data were interpreted using content
analysis.
Findings – The results indicated that sharing of tacit knowledge is facilitated by an engaging
environment. An engaging environment is supported by shared language and knowledge, which are
developed through intense communication and a strong sense of collegiality and a social climate that is
dominated by openness and trust. Other factors that contribute to the creation of an engaging
environment include managerial efforts to provide appropriate work conditions and to communicate
company goals, and HRM practices such as the provision of formal training, on-the-job training and
incentives.
Practical implications – This paper clarifies the scope of managerial actions that impact knowledge
creation and sharing among blue-collar workers.
Originality/value – Despite the acknowledgement of the importance of blue-collar workers’ knowledge,
both the knowledge management and operations management literatures have devoted limited
attention to it. Studies related to knowledge management in unstructured working environments are also
not abundant.
Purpose – The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in
unstructured work environments, such as those found in automated production lines.
Design/methodology/approach – The study is based on a qualitative approach, and it draws data
from a four-month field study at a blown-molded glass factory. Data collection techniques included
interviews, informal conversations and on-site observations, and data were interpreted using content
analysis.
Findings – The results indicated that sharing of tacit knowledge is facilitated by an engaging
environment. An engaging environment is supported by shared language and knowledge, which are
developed through intense communication and a strong sense of collegiality and a social climate that is
dominated by openness and trust. Other factors that contribute to the creation of an engaging
environment include managerial efforts to provide appropriate work conditions and to communicate
company goals, and HRM practices such as the provision of formal training, on-the-job training and
incentives.
Practical implications – This paper clarifies the scope of managerial actions that impact knowledge
creation and sharing among blue-collar workers.
Originality/value – Despite the acknowledgement of the importance of blue-collar workers’ knowledge,
both the knowledge management and operations management literatures have devoted limited
attention to it. Studies related to knowledge management in unstructured working environments are also
not abundant.
Research Interests:
Research Interests:
PRODUCTION MANAGEMENT MODEL BASED ON THE PRODUCTION MANAGEMENT MODEL BASED ON THE PRODUCTION MANAGEMENT MODEL BASED ON THE PRODUCTION MANAGEMENT MODEL BASED ON THE INTEGRATION THROUGH KNOWLEDGE MANAGEMENT: A INTEGRATION THROUGH KNOWLEDGE MANAGEMENT: A INTEGRATION THROUGH KNOWLEDGE MANAGEMENT: A I...more
Destaca-se a importância que conceitos claros, rigorosamente definidos, aceitos e compartilhados por toda a comunidade de profissionais e pesquisadores, têm para o avanço do conhecimento. Com base na literatura, mostra-se que este... more
Destaca-se a importância que conceitos claros, rigorosamente definidos, aceitos e compartilhados por toda a comunidade de profissionais e pesquisadores, têm para o avanço do conhecimento. Com base na literatura, mostra-se que este critério não está atendido no caso da gestão do conhecimento. Apresenta-se então a técnica de estabelecimento de conceitos através da identificação de suas dimensões críticas e aplica-se essa técnica à gestão do conhecimento. O resultado é uma primeira versão consolidada das diversas definições encontradas, a partir da qual se espera que um enunciado aceito por todos possa evoluir.