Please use this identifier to cite or link to this item: https://rima.ufrrj.br/jspui/handle/20.500.14407/15090
Full metadata record
DC FieldValueLanguage
dc.contributor.authorMuniz, Carlos Roberto
dc.date.accessioned2023-12-22T03:10:21Z-
dc.date.available2023-12-22T03:10:21Z-
dc.date.issued2019-04-26
dc.identifier.citationMUNIZ, Carlos Roberto. A maturidade da gestão do conhecimento organizacional: O caso de uma organização de pesquisa. 2019. 91 f. Dissertação (Mestrado Profissional em Gestão e Estratégia) - Instituto de Ciências Sociais Aplicadas, Universidade Federal Rural do Rio de Janeiro, Seropédica, 2019.por
dc.identifier.urihttps://rima.ufrrj.br/jspui/handle/20.500.14407/15090-
dc.description.abstractO mundo vive em uma constante transformação tecnológica impulsionada pelo conhecimento. Os interesses das organizações pelo conhecimento e seus processos são justificados pela velocidade das mudanças e inovações que a sociedade vivência diariamente e dentro das organizações. O conhecimento deve ser tratado como ativo e a sua gestão pode impulsionar os resultados das organizações. Gerir o conhecimento tornou-se imperativo para a sociedade contemporânea. Contudo, a gestão do conhecimento (GC) ainda carece de ferramentas consolidadas e reconhecidas como eficazes na aferição dos processos que compõe a GC. Os modelos de maturidade da GC surgiram como solução e para pontuar problemas e processos da GC. Esses modelos têm a função de medir e avaliar os processos e fatores chaves que impactam na GC, mas ainda não existe um modelo que tenha preenchido e atendido todas as demandas que a GC precisa para a sua aplicação eficiente dentro das organizações. Ao longo desta pesquisa notou-se que os estudos das relações entre os processos e itens avaliados poderiam ser explorados, pois apesar dos inúmeros estudos, poucos trabalham e/ou medem a relação dos construtos que compõe a GC. A partir desses preceitos buscou-se responder a seguinte questão: Existem relações entre os construtos que compõem um modelo de maturidade da GC em uma organização de pesquisa e desenvolvimento? Para responder essa pergunta, este estudo teve o seguinte objetivo: Avaliar a maturidade de GC e as relações dos construtos em uma organização de pesquisa e desenvolvimento. Após a revisão bibliográfica, foi definido que o modelo utilizado é o de Oliveira e Pedron (2014) e a empresa escolhida para a aplicação foi a unidade da Embrapa Agroindústria de Alimentos, uma das quarenta e duas unidades centralizadas. O estudo foi de natureza quantitativa tendo sido realizado por levantamento de dados. O instrumento de coleta de dados foi respondido por 50 colaboradores que manuseiam, criam e transformam o ativo conhecimento dentro da unidade estudada. Os dados coletados foram tratados com análises estatísticas descritivas através do software Excel e a modelagem de equações estruturais foi realizada através do software SmartPLS. Este estudo limitou-se a ser realizado em uma única unidade de pesquisa da Empresa Brasileira de Pesquisa Agropecuária (Embrapa). Apesar disso, por conta da quantidade de plantas de pesquisa existentes nesta unidade, foi possível a aplicação do modelo proposto no estudo, não havendo prejuízos às análises quantitativas nele realizadas. Os resultados deste estudo indicam que o modelo de maturidade da GC proposto por Oliveira e Pedron (2014) é aplicável à atuação da Embrapa Agroindústria de Alimentos e que onze das doze relações entre os construtos propostas no modelo, foram confirmadas. A unidade estudada teve o seu resultado como nível três de maturidade, conforme o modelo estudado. Esse estágio denomina-se desenvolvimento.por
dc.description.sponsorshipCAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superiorpor
dc.formatapplication/pdf*
dc.languageporpor
dc.publisherUniversidade Federal Rural do Rio de Janeiropor
dc.rightsAcesso Abertopor
dc.subjectModelo de Maturidadepor
dc.subjectGestão do Conhecimentopor
dc.subjectEmbrapa Agroindústria de Alimentospor
dc.subjectMaturity Modeleng
dc.subjectKnowledge Managementeng
dc.subjectEmbrapa Food Technologyeng
dc.titleA maturidade da gestão do conhecimento organizacional: O caso de uma organização de pesquisapor
dc.title.alternativeThe maturity of organizational knowledge management: The case of a research organizationeng
dc.typeDissertaçãopor
dc.description.abstractOtherThe world lives in a constant technological transformation driven by knowledge. The interests of organizations for knowledge and their processes are justified by the speed of changes and innovations that society experiences daily and within organizations. The knowledge must be treated as active and its management can boost the results of organizations. Managing knowledge has become imperative for contemporary society. However, knowledge management still lacks tools that are consolidated and recognized as effective in measuring the processes that make up knowledge management. The maturity models of knowledge management emerged as a solution and thus, to score problems and processes of knowledge management. These models have the function of measuring and evaluating the main processes and factors that impact knowledge management, but there is still no model that has met all the demands that knowledge management needs for its efficient application within organizations. Throughout this research, it was noticed that the studies of the relations between the evaluated processes and items could be explored, because despite the various studies, only a few work and/or measure the relationship of the constructs that make up knowledge management. From these precepts, we try to answer the following question: Are there relationships between the constructs that make up a maturity model of knowledge management in a research and development organization? To answer this question, this study had the following objective: Evaluate the maturity of knowledge management and the relationships of constructs in a research and development organization. After the bibliographic review, it was defined that the model used is the Oliveira and Pedron (2014) and the company chosen for the application was the “Embrapa Food Technology”, one of the forty-two centralized units. The study was of a quantitative nature and was performed by data collection. The data collection instrument was answered by fifty employees who handle, create and transform the active knowledge within the studied unit. The data collected were treated with descriptive statistical analysis through Excel software and the structural equation modeling was performed through the software SmartPLS. This study was limited to being carried out in a single research unit of the Brazilian Agricultural Research Corporation (Embrapa). Nevertheless, due to the number of research plants in this unit, it was possible to apply the model proposed in the study, with no impairment to the quantitative analyzes performed in the study. The results of this study indicate that the knowledge management maturity model proposed by Oliveira and Pedron (2014) is applicable to the performance of the “Embrapa Food Technology” and that eleven of the twelve relationships among the constructs proposed in the model were confirmed. The studied unit had its result as level three of maturity, according to the studied model. This stage is called development.eng
dc.contributor.advisor1Cribb, André Yves
dc.contributor.advisor1IDCPF: 024.457.647-50por
dc.contributor.referee1Cribb, André Yves
dc.contributor.referee2Rocha, Saulo Barroso
dc.contributor.referee3Cribb, Sandra Lúcia de Souza
dc.contributor.referee4Cunha, Robson Moreira
dc.creator.IDCPF: 052.832.477-24por
dc.creator.Latteshttp://lattes.cnpq.br/9041684052085682por
dc.publisher.countryBrasilpor
dc.publisher.departmentInstituto de Ciências Sociais Aplicadaspor
dc.publisher.initialsUFRRJpor
dc.publisher.programPrograma de Pós-Graduação em Gestão e Estratégiapor
dc.relation.referencesADIZES, I. Os ciclos de vida das organizações: como e por que as empresas crescem e morrem e o que fazer a respeito. São Paulo: Pioneira, 1990. ALE, M. A., TOLEDO, C. M., CHIOTTI, O., & GALLI, M. R. (2014). A conceptual model and technological support for organizational knowledge management. Science of Computer Programming, 95, Part 1, 73–92. AGGESTAM, L. Towards a maturity model for learning organizations: the role of knowledge management. In: INTERNATIONAL CONFERENCE ON DATABASE AND EXPERT SYSTEMS APPLICATIONS, IEEE, 2006, Krakow, p.141-145. ALAVI, M.; LEIDNER, D. Knowledge management system: issues, challenges and benefits. Communications of the Association for Information System, v.1, n.7, p.2-41, 1999. ALAVI, M. and LEIDNER, D.E. (2001), ‘‘Review: knowledge management and knowledge management systems: conceptual foundations and research issues’’, MIS Quarterly, Vol. 25 No. 1, pp. 107-36. ALAZMI, M.; ZAIRI, M. Knowledge management critical success factors. Total Quality Management, v.14, n.2, p.199-204, 2003. AL-MABROUK, K. Critical success factors affecting knowledge management adoption: areview of the literature. Innovations in Information Technology, IEEE Xplorep.1-6, 2006. ARLING P. A, MARK W.S. CHUN, (2011) "Facilitating new knowledge creation and obtaining KM maturity", Journal of Knowledge Management, Vol. 15 Issue: 2, pp.231-250jin BAÊTA, A.M.C. O desafio da criação. Petrópolis: Vozes, 1999. BARUCH, Y.; HOLTON, B.C. Survey response rate levels and trends in organizational research.HumanRelations, v.61, n.8, p.1139-1160, 2008. BATISTA, F.F. Modelo de GC para a administração pública brasileira: como implementar a gestão do conhecimento para produzir resultados em benefício do cidadão. Brasília: Ipea, 2012. 132p. BERZTISS, A.T. Capability maturity for knowledge management. In: INTERNATIONAL WORKSHOP ON DATABASE AND EXPERT SYSTEMS APPLICATIONS, IEEE Computer Science, 2002, Washington, DC. BHATTI, W.A.; ZAHEER, A.; REHMAN, K. The effect of knowledge management practices on organizational performance: a conceptual study. African Journal of Business Management, v.5, n.7, p.2847-2853, 2011. BOCK, G. W.; ZMUD, R. W.; KIM, Y.-G.; LEE, J.-N.; Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, socialpsychological forces, and organizational climate. MIS quarterly, 87–111, 2005. BOUGHZALA, I. AND BOUOUD, I. (2013) ‘The development and application of a community maturity model’, Int. J. Information Technology and Management, Vol. 12, Nos. 3/4, pp.273–297. CHEN, L., & FONG, P. S. W. (2015). Evaluation of knowledge management performance: An organic approach. Information & Management. CHEN, S., DUAN, Y., EDWARDS, J. S., & LEHANEY, B. (2006). Toward understanding inter‐organizational knowledge transfer needs in SMEs: insight from a UK investigation. Journal of Knowledge Management, 10(3), 6–23. CHEN, M. Y., HUANG, M. J., & CHENG, Y. C. (2009). Measuring knowledge management performance using a competitive perspective: An empirical study. Expert Systems with Applications, 36(4), 8449–8459. CHIN, W. (2000). Partial least squares for IS researchers: an overview and presentation of recent advances using the PLS approach. In ICIS (Vol. 2000, p. 741– 742, 2000... University of Houston, 2000.Recuperado de http://www.researchgate.net/profile/Wynne_Chin/publication/221600127_Partial _least_squares_for_IS_researchers_an_overview_and_presentation_of_recent _advances_using_the_PLS_approach/links/09e41514925109aa70000000.pdf. CHOI, B., &LEE, H. (2003). An empirical investigation of KM styles and their effect on corporate performance. Information & Management, 40(5), 403–417. CHOO, C.W. (2006), the Knowing Organization, Oxford University Press, New York, NY. CHONG, C. W., Chong, S. C., & Gan, G. C. Inter-organizational knowledge transfer needs among small and medium enterprises. Library Review, 60(1), 37–52, 2011. COHEN, J.Statistical Power Analysis for the Behavioral Sciences (2o Ed). New York: Psychology, 1988. Press. Recuperado de http://www.lrdc.pitt.edu/schneider/P2465/Readings/Cohen,%201988%20(Statisti cal%20Power, %20273-406).pdfv COLLIS, J.; HUSSEY, R. Pesquisa em administração: um guia prático para alunos de graduação e pós-graduação. Porto Alegre: Bookman, 2005. COLOMBO, M.G.; DELMASTRO, M. How effective are technology incubators? Evidence from Italy. Research Policy, v.31, p.1103-1122, 2002. CRESWELL, J.W. Research design: qualitative, quantitative, and mixed method approaches. Sage Publications, 2003. CRESWELL, J.W. Projeto de Pesquisa: métodos qualitativo, quantitativo e misto. Porto Alegre: Artmed, 2010. Creswell, J. W. (2014). Research Design: Qualitative, Quantitative and Mixed Methods Approaches (4th ed.). London: Sage PublicationsLtd. CRIBB, A. Y. Uma abordagem pragmática de construção de estratégias de gestão do conhecimento em organizações. Revista Iberoamericana de Sistemas, Cibernética e Informática, Vol. 7, No. 1, pp. 75-80, 2010. DAFT, R.L. Organizações: teorias e projetos. São Paulo: Pioneira Thompson Learning, 2003. DAVENPORT, T.; DE LONG, D.; BEERS, M. Successful knowledge management projects. Sloan Management Review, v.39, n.2, p.43-57, 1998. DAVENPORT, T.; PRUSAK, L. Conhecimento empresarial. Rio de Janeiro: Campus, 2003. DHANARAJ, C., LYLES, M. A., STEENSMA, H. K., TIHANYI, L. Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance.Journal ofInternational Business Studies, 35(5), 428–442, 2004. EMPRESA BRASILEIRA DE PESQUISA AGROPECUÁRIA – EMBRAPA.2018. Organograma Disponível em: <https://www.embrapa.br/organograma>. Acesso em: fevereiro 2018. EMPRESA BRASILEIRA DE PESQUISA AGROPECUÁRIA – EMBRAPA.2018Organograma. Disponível em: <https://www.embrapa.br/agroindustria-de-alimentos/organograma>. Acesso em novembro 2018. FAHEY, L.; PRUSAK, L. The eleven deadliest sins of knowledge management. California Management Review, v.40, n.3, p.265-276, 1998. FENG, J. Constructing a knowledge management maturity model from perspective of knowledge management.In: INTERNATIONAL ENGINEERING MANAGEMENT CONFERENCE, IEEE, 2005, p.912-917. FERREIRA, V.R.B. A utilização de práticas de gestão do conhecimento em organizações da sociedade civil que trabalham com projetos de inclusão digital: um estudo de caso. 2007. Dissertação de mestrado - Programa de Pós-Graduação de Engenharia e Gestão do Conhecimento, Universidade Federal de Santa Catarina, Florianópolis, 2007. FRASER, P., MOULTRIE, J. AND GREGORY, M. (2002) ‘The use of maturity models I grids as a tool in assessing product development capability’, Paper presented at 2002 IEEE International Engineering Management Conference, 2002, IEMC ‘02. GAÁL, Z. et al. Knowledge management profile maturity model. In: EUROPEAN CONFERENCE ON KNOWLEDGE MANAGEMENT, 2008, p.209 -216. GALBRAITH, J. The stages of growth. Journal of Business Strategy, v.3, n.4, p.70-79, 1982. GARVIN, D.A. Gerenciando a qualidade: a visão estratégica e competitiva. Rio de Janeiro: Quality mark, 1992. GOLD, A.H.; MALHOTRA, A.; SEGARS, A.H. Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, v.18, n.1, p.185- 214, 2001. GOMES FILHO, A. C. Inovação sistemática com responsabilidade social nos empreendimentos de base tecnológica: o modelo mcns-triz. 2010. Tese de doutorado - Universidade Federal de Santa Catarina, Florianópolis, 2010. GOTTSCHALK, P.; HOLGERSSON, S. Stages of knowledge management technology in the value shop: the case of police investigation performance. Expert Systems, v.23, n.4, p.183– 193, 2006. GROVER, V.; DAVENPORT, T. General perspectives on knowledge management: fostering a research agenda. Journal of Management Information Systems,v.18, n.1, p.5-22, 2001. HAIR, J. F., HULT, G. T. M., RINGLE, C., & SARSTEDT, M. (2013). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). SAGE Publications. HAIR JR, J.F., et al. Fundamentos de métodos de pesquisa em administração. Porto Alegre: Bookman, 2005. HANSEN, M. T., Nohria, N., & Tierney, T. (1999). What is your strategy for managing knowledge? Harvard Business Review, 77(2), 106–116, 187. HELFAT, C.E.; PETERAF, M.A. The Dynamic Resource-Based View: Capability Lifecycles Dynamic Capabilities Deconstructed Dynamic Capabilities Deconstructed. Strategic Management Journal, v.24, n.10, p.997–1010, 2003. HENSELER, J.; RINGLE, C. M.; SINKOVICS, R. R. (2009). The use of partial least squares path modeling in international marketing. In New Challenges to International Marketing, Vol. 20, and p. 277–319, 2009. Bingley: Emerald Group Publishing Limited. HSIEH, P. J; LIN, B.; LIN, C. The construction and application of knowledge navigator model (KNMTM): An evaluation of knowledge management maturity. Expert Systems with Applications, 36(two, Part 2), 4087–4100, 2009. JAWARAR, I.M.; MCLAUGHLIN, G.L. Toward a descriptive stakeholder theory: an organizational life-cycle approach. Academy of Management Review, v.26, n.3, p.397-414, 2001. JIN, D., KAH-HIN, CHAI KAY-CHUAN, Tan,"New service development maturity model", Managing Service Quality: An International Journal, Vol. 24 Iss 1 pp. 86-116, 2014. JIULING, W.; JIANKANG, W.; HONGJIANG, Y. Study on maturity level transition mechanism of knowledge management. In: INTERNATIONAL CONFERENCE ON INFORMATION MANAGEMENT, INNOVATION MANAGEMENT AND INDUSTRIAL ENGINEERING, 2012, 325-328. JOHNSON, R. B.; ONWUEGBUZIE, A. J. Mixed methods research: a research paradigm whose time has come. Educational Researcher, v.33, n.7, p.14-26, 2004. KHATIBIAN, N.; HASAN, T.; JAFARI, H.A. “Measurement of knowledge management maturity level within organizations”. Business Strategy Series, v.11, n.1, p.54-70, 2010. KIM, T. H., LEE, J.-N., CHUN, J. U., & Bombast, I. (2014). Understanding the effect of knowledge management strategies on knowledge management performance: A contingency perspective. Information & Management, 51(4), 398–416. KLIMKO, G. Knowledge management and maturity models, building common understanding. In: EUROPEAN CONFERENCE OF KNOWLEDGE MANAGEMENT, 2001, Kochikar, 269-278. KRUGER, C. J.; SNYMAN, M. M. M. Formulation of a strategic knowledge Management Maturity model. South African Journal of Information Management, v.7, n.2, p.1-11, 2005. KRUGER, C.J.; JOHNSON, R.D. Is there a correlation between knowledge management maturity and organizational performance, VINE, v.41, n.3, p.265-295, 2011. KULKARNI, U.; ST LOUIS, R. Organizational self-assessment of knowledge management maturity. In: AMERICAS CONFERENCE ON INFORMATION SYSTEMS, 2003, Tampa, Florida, 2542-2551. LEE, J.H., KIM Y.G. A stage model of organizational knowledge management: a latent content analysis. Expert Systems with Applications, v.20, n.4, p.299-311, 2001. LEE, K.C.; LEE, S.; KANG, I.W. KMPI: measuring KM performance, Information and Management, v.42, n.1, p.469-82, 2005. LEE, J.H.; KIM, Y.G.; YU, S. Stage Model for Knowledge Management. In: HAWAII INTERNATIONAL CONFERENCE ON SYSTEM SCIENCES, Maui, Hawaii. LIN, H. Antecedents of the stage-based knowledge management evolution. Journal of Knowledge Management, v.15, n.1, p.136-155, 2011. LIN, C.; WU, J.; YEN, D.C. Exploring barriers to knowledge flow at different knowledge management maturity stages, Information and Management, v.49, p.10-23, 2012. LIN, H.F. A stage model of knowledge management: an empirical investigation of process and effectiveness. Journal of Information Science, v.33, n.6, p.643-659, 2007. LIN, H. Antecedents of the stage-based knowledge management evolution. Jornal of Knowledge Management, v.15, n.1, p.136-155, 2011. MARCONI, M.A.; LAKATOS, E.M. Fundamentos da metodologia científica. São Paulo: Atlas, 2003. MARTINS, G.A.; THEÓPHILO, C.R. Metodologia da investigação científica para ciências sociais aplicadas. São Paulo: Atlas, 2009. MARTINS, R.A. Princípios da pesquisa científica. In: MIGUEL, P.A.C. et al. Metodologia de pesquisa científica em engenharia de produção e gestão de operações. Rio de Janeiro: Elsevier, 2010. MORGAN, D.L. Practical strategies for combining qualitative and quantitative methods: applications to health research. Quality Health Research, v.8, n.3, p.362-376, 2007. NEJATIAN, M., NEJATI, M., ZAREI, M. H., & SOLTANI, S. (2013). Critical Enablers for Knowledge Creation Process: Synthesizing the Literature. Global Business and Management Research: An International Journal, 5(2), 105. NEUMAN, W.L. Social research methods: qualitative and quantitative approaches. Boston: Allyn and Bacon, 2000. NISSEN, M. E. Harnessing knowledge dynamics. Idea Group Inc., 2006. NGAI, E.W.T., CHAU, D.C.K., POON, J.K.L. AND TO, C.K.M. (2013) ‘Energy and utility management maturity model for sustainable manufacturing process’, Int. J. Production Economics, Vol. 146, No. 2, pp.453–464. NODARI, F. (2013). A relação entre o compartilhamento de conhecimento e o desempenho organizacional, mediada pela capacidade absortiva. Recuperado de http://repositorio.pucrs.br:80/dspace/handle/10923/1232 NONAKA, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37. NONAKA, I.; TAKEUCHI, H. The knowledge-creating company. New York: Oxford University Press, 1995. NONAKA, I.; TAKEUCHI, H. (1997), Criação de Conhecimento na Empresa: Como as Empresas Japonesas Geram a Dinâmica da Inovação, Campus, Rio de Janeiro. NONAKA, I., & VON KROGH, G. (2009). Perspective-Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory. Organization Science, 20(3), 635–652. OLIVA, F, LOTTI "Knowledge management barriers, practices and maturity model", Journal of Knowledge Management, Vol. 18 Is 6 pp. 1053 – 1074. 2014 OLIVEIRA, M., & Caldeira, M. (2008). Um «framework» para a gestão do conhecimento nas organizações. Revista Portuguesa e Brasileira de Gestão, 7(1), 33–43. OLIVEIRA, M., PEDRON, C. D., NODARI, F., & RIBEIRO, R. (2014, September). Knowledge management in small and micro enterprises: applying a maturity model. In European Conference on Knowledge Management (Vol. Two, p. 757). Academic Conferences International Limited. OLIVEIRA, M., &PEDRON, C. D. (2014). Maturity Model for Knowledge Management and Strategic Benefits. European Conference on Knowledge Management, 1, 1–10. OLIVEIRA, M., PEDRON, C., ROMÃO, M., & BECKER, G. (2011). Proposta de um modelo de maturidade para Gestão do Conhecimento: KM3. Revista Portuguesa e Brasileira de Gestão, 10(4), 14–25. PEE, L.G.; KANKANHALLI, A. A model of knowledge organizational management maturity: based on people, process and technology. Journal of Information and Knowledge Management, v.8, n.2, p.79-99, 2009. PETTIGREW, ANDREW M. Context and action in the transformation of the firm. Journal of Management Studies, v. 24, n. six, p. 649-670, 1987. PHELPS R.; ADAMS R.; BESSANT J. Life cycles of growing organizations: a review with implications for knowledge and learning. International Journal of Management Reviews, v.9, n.1, p.1-30, 2007. POLANYI, M. (1966). The Tacit Dimension, Routledge & Kegan Paul, Londres. PORTER, M.E. The Competitive Advantage of Nations. New York: The Free Press, 1990. POUR, M.J., MANIAN, A. AND YAZDANI, H.R. (2016) ‘A theoretical and methodological examination of knowledge management maturity models: a systematic review’, Int. J. Business Information Systems, Vol. 23, No. 3, pp.330–352. RASULA, J.; VUKSIAE, V.B.; STEMBERGER, M.I. The integrated knowledge Management Maturity Model. Zagreb International Review of Economics & Business, v.11, n.2, p.47-62, 2008. RINGLE, C. M., DA SILVA, D., & BIDO, D. D. S. (2014). Structural Equation Modeling with the Smartpls. Revista Brasileira de Marketing, 13(02), 56–73. RUGGLES, R. The state of the notion: knowledge management in practice. California Management Review, v.40, n.3, p.80-9, 1998. RYOO, S. Y., &KIM, K. K. (2015). The impact of knowledge complementarities on supply chain performance through knowledge exchange. Expert Systems with Applications, 42(6), 3029– 3040. SAITO, A., UMEMOTO, K., & Ikeda, M. (2007). A strategy-based ontology of knowledge management technologies. Journal of Knowledge Management, 11(1), 97–114. SAVEJA, S.; JUCEVICIUS, R. The model of knowledge management system maturity and its approbation in business companies, Ocialiniai Mokslai, v.3, n.69, p.57-68, 2010. SANTOS, I.C.; AMATO NETO, J.A. Gestão do conhecimento em indústria de alta tecnologia.Gestão e Produção, v.18, n.3, p.569-582, 2008. SABHERWAL AND I. BEZERRA-FERNANDEZ, An empirical study of the effect of knowledge management processes at individual, group, and organizational levels, Decision Sciences 34(2) (2003) 225–60. SERENKO, A.; HULL, E.; BONTIS, N. An application of the knowledge Management Maturity Model: the case of credit unions, Knowledge Management Research and Practice, in press, 2014. SERNA, E. Maturity model of knowledge management in the interpretivist perspective, International Journal of Information Management, v.32, n.4, p.365-371, 2012. SILVEIRA, D.T.; CÓRDOVA, F.P.A pesquisa científica. In: Métodos de pesquisa. Porto Alegre: Editora da UFRGS, 2009. SINHA, R.R.; DATE, H.A. Maturity of knowledge management and knowledge enable business process. International Journal of Research in Business and Technology, v.4, n.1, p.367-373, 2014. SPENDOLINI, M.J. Benchmarking. São Paulo: Makron Books, 1994. SVEIBY, K. E. What is knowledge management? April 2001. Disponível em acesso em 10/12/2017. STEWART, T.A. Intellectual capital: the new wealth of organizations.New York: Doubleday/ Currency, 1997. SZLEZAK, T.A. (2010), Platão e Aristóteles na doutrina do Nous de Plotino, Paulus, São Paulo. TEAH; H.Y.; PEE, L.G.; KANKANHALLI, A. Development and application of a general Knowledge Management Maturity Model. In: PACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS, 2006, 1-8, 401-416 TERENCE, A.C.F.; ESCRIVÃO FILHO, E. Abordagem quantitativa, qualitativa e a utilização da pesquisa-ação nos estudos organizacionais. In: ENCONTRO NACIONAL DE ENGENHARIA DE PRODUÇÃO, 26, 2006, Fortaleza. VRIES, R. E. DE, HOOFF, B. VAN DEN, & RIDDER, J. A. de. (2006). Explaining Knowledge Sharing The Role of Team Communication Styles, Job Satisfaction, and Performance Beliefs. Communication Research, 33(2), 115–135. WETZELS, M.; ODEKERKEN, SHRODER. Using PLS path modeling for assessing hierarchical construct models: guidelines and empirical illustration. Management Information Systems Quarterly - MISQ, 33, 2009. YIN, R. K. Estudo de caso: planejamento e métodos. Porto Alegre: Bookman, 2001. YEH, Y.-J., LAI, S.-Q., & HO, C.-T. (2006). Knowledge management enablers: a case study. Industrial Management & Data Systems, 106(6), 793–810.por
dc.subject.cnpqAdministraçãopor
dc.thumbnail.urlhttps://tede.ufrrj.br/retrieve/68903/2019%20-%20Carlos%20Roberto%20Muniz.pdf.jpg*
dc.originais.urihttps://tede.ufrrj.br/jspui/handle/jspui/5556
dc.originais.provenanceSubmitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2022-04-13T21:17:20Z No. of bitstreams: 1 2019 - Carlos Roberto Muniz.pdf: 2447715 bytes, checksum: 93dc9c31d9b33351ea6a1afad18cd951 (MD5)eng
dc.originais.provenanceMade available in DSpace on 2022-04-13T21:17:21Z (GMT). No. of bitstreams: 1 2019 - Carlos Roberto Muniz.pdf: 2447715 bytes, checksum: 93dc9c31d9b33351ea6a1afad18cd951 (MD5) Previous issue date: 2019-04-26eng
Appears in Collections:Mestrado Profissional em Gestão e Estratégia

Se for cadastrado no RIMA, poderá receber informações por email.
Se ainda não tem uma conta, cadastre-se aqui!

Files in This Item:
File Description SizeFormat 
2019 - Carlos Roberto Muniz.pdf2.39 MBAdobe PDFThumbnail
View/Open


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.