Syftet med denna studie är att undersöka hur Räddningstjänsten sprider kunskap som erhållits från erfarenheter och övning, samt vilka strukturella faktorer som påverkar denna spridning. Med strukturella faktorer avses exempelvis hierarkier, avdelningsgränser, strategier för kunskapsöverföring och belöningssystem. Studiens empiri har samlats in genom semi-strukturerade intervjuer och är således en kvalitativ studie. Urvalet består av sju medarbetare på olika befattningar som bedömts som nyckelpositioner för kunskapsspridning. Studien utgår ifrån olika Knowledge management-strategier och Communities of practice för att förklara skapande och spridning av organisatorisk kunskap.   Resultatet påvisar att det finns olika spridningsmetoder för kunskap som består av ett avvikelsesystem, insatsrapporteringssystem samt Communities of practice inom arbetslagen. Data visar att spridningseffektiviteten varierar och att det föreligger olika hindrande och främjande faktorer för spridning av kunskap metoderna emellan. I studien framkommer det att kunskap sprids mest effektivt inom arbetslagen och avvikelsesystemets tydliga ansvarsfördelning och infrastruktur fungerar bättre än insatsrapporteringssystemet, då detta saknar struktur och har en svårhanterlig mängd information. / The purpose of this study is to examine how the Swedish fire brigade disseminates knowledge from experiences, obtained from emergencies and practice, and the structural factors that affect this distribution. Structural factors referred to in this study are for example hierarchies, department boundaries, strategies for knowledge transfer and reward systems. The study's empirical data were collected through semi-structured interviews and is thus a qualitative study. The studies population consists of seven employees in various positions identified as key positions for knowledge dissemination. The study is based on various Knowledge management strategies and Communities of practice to explain the creation and dissemination of organizational knowledge. The result demonstrates that there are various methods of dissemination of knowledge consisting of a deviation system, effort reporting system and Communities of practice in work teams. Data show that the efficiency of dissemination varies and that there are both hindering and facilitating factors affecting the efficiency. The study shows that knowledge is disseminated most effectively within teams and that the deviation systems clear infrastructure works better than the effort reporting system, due to it’s lack of structure and unwieldy amount of information.

This study is about organizing major sporting events. Sporting events’ numerous positive outcomes for the hosting region has resulted in a growing number and size of sporting events globally. The aim of this study was therefore to provide further knowledge about how organizations in major sport events practically and strategically operate and how processes related to organization and leadership can contribute to the success of the event. The study focuses the context of a Swedish national multi-sport event hosted and held by three different cities, three different years. Questions about networking, cooperation with different stakeholders, project strategy and Knowledge Management were examined. The data was collected through means of qualitative interviews of different project leaders and archival materials. The results show the complexity of the event organization mostly related to its temporariness and complicated stakeholder network. The results also show that Knowledge Management is a crucial factor in this kind of organization. This indicates overall that it is of great importance that the leader of the organization is able to coordinate and balance the many needs and desires of each stakeholder.

Introduction     Knowledge has come to be an increasingly important factor for both individuals in the labor market and companies in competition. When a person leaves an organization the knowledge often follows, and a knowledge gap is created. When knowledge is shared within an organization, the individual’s knowledge is available for all members of the organization. Knowledge can thus be converted from human capital to structural capital. Increased demand in the construction industry has enlarged the need for broader and deeper knowledge of the individuals. Thus the question of knowledge sharing is raised. Purpose           The overall purpose of this report is to provide a systematic and documented image of the knowledge sharing process within the project organization of Skanska by investigating how the company uses strategies, procedures, and systems to manage knowledge from projects to minimize the risk that employees' skills will be lost to the organization. Method            The study is a qualitative research where the empirical material has been collected through a case study. The execution was based on a total of five interviews with respondents within different positions. Conclusion      Although Skanska partially converts human capital into structural capital, the study indicates that the company’s documented explicit knowledge is rather available as support and guidance to the daily work. Instead, the company builds their competitive advantage in several cases by human capital that is created and spread through socialization. / Inledning         Kunskap har kommit till att bli en allt viktigare faktor för såväl individers ställning på arbetsmarknaden som företags konkurrenskraft. När en personer lämnar en organisation följer kunskapen ofta med individen, detta medför att ett kunskapsgap skapas. När kunskap delas blir individens kunskap tillgänglig för organisationens medlemmar. Kunskapen kan således omvandlas från humankapital till strukturkapital. En ökad efterfråga inom byggbranschen ökar behovet av bredare- och djupare kunskap hos individerna och således aktualiseras frågan om kunskapsdelning. Syfte              Det övergripande syftet med denna rapport är att ge en systematiserad och dokumenterad bild av Skanskas arbete med kunskapsdelning i sin projektorganisation. Detta skall göras genom att kartlägga hur Skanska med strategier, rutiner och system hanterar kunskap från projekt för att minimera risken att kunskapen hos medarbetarna ska gå förlorad för organisationen. Metod              Studien är en kvalitativ forskning där det empiriska materialet har samlats genom en fallstudie. Genomförandet byggde på intervjuer med totalt fem respondenter med olika organisatoriska roller inom Skanska. Slutsats            Även om Skanska till viss del omvandlar humankapital till strukturkapital indikerar studiens resultat på att företagets dokumenterade uttalade kunskap mer finns som stöd och riktlinjer för det dagliga arbetet. Istället bygger företaget i flera fall sina konkurrensfördelar på humankapital som skapas och sprids genom socialisering.

Thesis (Ph. D.)--Discipline of Economics, School of Economics and Political Science, Faculty of Economics and Business, University of Sydney, 2006. / Title from title screen (viewed 5th June, 2007). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the Discipline of Economics, School of Economics and Political Science, Faculty of Economics and Business. Degree awarded 2006. Bibliography: leaves 308-331. Also issued in print.

Thesis (Ph.D.)--Saint Louis University, 2004. / Includes bibliographical references (leaves 66-73).

Thesis (Ph. D.) -- Lincoln University, 2009. / Also available via the World Wide Web.

Thesis (PhD)--Macquarie University, Macquarie Graduate School of Management, 2006. / Bibliography: p. 253-276.

Thesis (MPhil)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: Knowledge management (KM) has become an important topic among many organisations in the last decade. While various factors inform an organisational decision to initiate KM, many organisations are equally confronted with a number of barriers during KM implementation. This research aimed to analyse relevant literature of public and private organisations in relation to the factors that drive the development and adoption of KM initiatives and the barriers to KM implementation. The thesis is made up of six chapters. Chapter 1 dealt with the background of the study, introduction to the problem, and the relevance of the study. In Chapter 2, case studies on the driving factors for knowledge management initiatives in public and private organisations were discussed. Similarly in Chapter 3, case studies on barriers to knowledge management implementation in public and private organisations were examined. Chapter 4 discussed the research methodology as well as description of literature searched. Chapter 5 examined the findings of chapter 4 and further discussion was made. Finally, in Chapter 6 the conclusion of the study was made based on the findings and discussion. The research adopted the qualitative meta-analysis methodology which was considered robust enough to create an understanding into the many factors and barriers related to KM initiatives in public and private organisations. 40 case studies each for factors and barriers were retrieved from well-known academic databases and examined. The findings revealed that the topmost motivating factor for both public and private organisations to start KM was the need to improve processes. Similarly, ‘organisational culture’ and ‘poor and/or inadequate technology infrastructure’ were the two key barriers to KM in both public and private organisations. It can be concluded that the key factors for starting KM and the implementation barriers are similar for both public and private organisation. / AFRIKAANSE OPSOMMING: In die afgelope dekade word Kennisbestuur as 'n belangrike onderwerp in organisasies beskou. Terwyl daar verskeie faktore is wat organisasies dryf om kennisbestuur inisiatiewe te implementeer, is daar ook heelparty obstruksies wat hierdie projekte kompliseer. Hierdie tesis analiseer relevante literatuur oor publieke en private organisasies met betrekking tot hierdie faktore en obstruksies. Die tesis bestaan uit ses hoofstukke. Hoofstuk 1 verskaf agtergrond oor die navorsingsprobleem en bespreek die relevansie daarvan. In Hoofstuk 2 word die faktore wat kennisbestuur inisiatiewe dryf ondersoek deur middel van die hersiening van gevallestudies. Hoofstuk 3 behels 'n soortgelyke ondersoek na die obstruksies wat met hierdie inisiatiewe geassosieer word. Hoofstuk 4 bespreek die navorsingsmetodologie en verduidelik die uitvoer daarvan waarna die bevindinge in Hoofstuk 5 uiteengesit word. In Hoofstuk 6 word gevolgtrekkings gemaak en bespreek. Die studie behels 'n kwalitatiewe meta-analise van die dryffaktore en obstruksies wat met kennisbestuurprojekte gepaard gaan. 40 Gevallestudies uit akademiese joernale word ontleed vir beide faktore en obstruksies. Bevindinge toon dat die belangrikste faktor wat kennisbesuur in beide publieke en private organisasies dryf die behoefte is om prosesse te verbeter. Publieke en private organisasies deel ook dieselfde sleutel obstruksies, naamlik “organisatoriese kultuur” en onvoldoende “tegnologiese infrastruktuur”. Dit blyk dus dat daar nie daadwerklike verskille tussen publieke en private organisasies bestaan wat kennisbestuur inisiatiewe betref nie.

La littérature en knowledge management a connu une croissance exponentielle depuis quelques années, elle aborde une grande variété de sujets. Néanmoins, les travaux de recherche sur les gestionnaires en charge de mettre en place et de gérer la démarche de knowledge management sont très peu nombreux. Dans le tournant pratique (practice turn) apparu dans la théorie sociale et récemment mobilisé dans la littérature en gestion, la notion d’intentionnalité de l’acteur occupe une place dominante, alors que les pratiques pourraient être lus comme la résultante accidentelle de conditions et transformations de pratiques et discours antérieurs. Afin de contribuer à combler ces manques dans la littérature, mon travail de thèse porte sur la vie des knowledge managers dans une entreprise multinationale. Il s'agit de comprendre la nature de l’action que ces knowledge managers déploient pour parvenir à accomplir leurs missions dans un contexte organisationnel à la fois contraignant et facilitant où le KM doit se construire une place au sein des préoccupations quotidiennes multiples des dirigeants et des salariés. Cette recherche s’inspire du pragmatisme de Dewey. La méthode de recherche, construite à partir des travaux de Benner (1994) et van Manen (1990) qui sont ancrés dans la méthodologie de la phénoménologie interprétative, s’appuie sur des entretiens de type récits de pratique. Les participants à notre recherche sont sept knowledge managers dans un multinational. Ils sont localisés dans de différent pays, en France, en Autriche, au Canada, et en Chine. Avec chaque participant, nous avons fait deux entretiens approfondis de deux heures. L’analyse se fait en deux temps. Dans un premier temps, une analyse thématique permet d’identifier les points communs dans les expériences vécues par les knowledge managers. Elle nous conduit à proposer une image qui sert de fil rouge à notre analyse. Dans un deuxième temps, chaque expérience est analysée comme un paradigme c'est-à-dire une « façon d’être » un knowledge manager. La principale particularité du knowledge management est le fait que c’est une nouvelle fonction, qui n’a pas une place déjà marquée dans la vie de l’entreprise. Cette absence de territoire est une des principales réalités affrontées par les knowledge managers, qui doivent « faire avec » cette absence de territoire et tenter de trouver une place pour la fonction knowledge management. Cette particularité nous conduit à envisager les knowledge managers comme des « rafteurs », pratiquant le canoë-kayak en eaux vives. La rivière, ses obstacles et son puissant courant, renvoie au contexte organisationnel difficile pour les knowledge managers. Les knowledge managers tels des rafteurs, sont emportés par le courant qui les fait avancer et menacés par les obstacles. Ils se battent pour empêcher le bateau d’être renversé. Ils agissent pour éviter les obstacles et tirer le meilleur parti du courant. Les actions des knowledge managers peuvent être classées en trois catégories : intentionnelles, émergentes et contraintes. La dimension intentionnelle correspond à des actions de marketing interne. La dimension émergente peut être envisagée comme la recherche d’îlots de stabilité au milieu de la rivière. La fonction knowledge management cherche ainsi à trouver sa place en s’intégrant à des processus déjà existants au sein de l’organisation. La dimension contrainte est la nécessaire recherche de soutien que les knowledge managers doivent trouver pour mener à bien leur travail. De plus, nous avons identifié trois catégories de knowledge managers en fonction de leur capacité à faire avec l’absence de territoire de la fonction knowledge management. Parmi les sept knowledge managers, un a décidé de renoncer au poste du fait des difficultés, quatre sont toujours en train de se battre avec les obstacles et le puissant courrant pour obtenir une place dans la vie de l’organisation, et deux ont obtenu un certains succès. / Inspired by the lack of research on the practices of knowledge managers in the literature and the existing dominance of the building mode in strategy-as-practice research, this thesis has two attempts. One is to examine how the knowledge managers, as strategizing practitioners, do their job via intentional doing and practical coping in their particular context. Another is to understand how knowledge managers, as strategizing practitioners, live in their position. To develop an investigation framework, this thesis relies on the pragmatic theory of John Dewey, especially his perspective on the transactional relationship between man and the environment. The empirical investigation is carried out based on the six inter-related procedures put forward by van Manen (1990), which are in line with the spirit of hermeneutic phenomenology. Seven knowledge managers of a multinational, who work in different countries, including France, Austria, China, and Canada, were interviewed during two sessions of two hours. The interviews are semi-structured. The interpretation process relies on the model proposed by Benner (1994), which performs cross-case thematic analysis to show the common threads between the stories of the knowledge managers, and studies the paradigm cases using withincase analysis to understand the individuality of each story. Exemplars are used to convey the different aspects of the themes and paradigm cases presented. Validity is enhanced by internal verification and testing of interpretive description, craftsmanship quality (Kvale, 1996), and a validation of findings by the participant. An “audit trail” (Koch, 1994) is kept to help the reader follow the rationale of the researcher’s interpretations. The analysis reveals that the main particularity of knowledge management is that it is a new function. The knowledge managers have to build a place for the knowledge management function through a strategizing process to gain acceptance. The knowledge managers can be compared with the rafters on an angry river, with the river indicating the organizational context, and the rafting representing the strategizing process. The knowledge managers, as the rafters, are carried on as well as endangered by the current. They fight to protect their inflatable boat from sinking by trying to avoid the obstacles and taking advantage of what is useful for them on the river. From the cross-case thematic analysis, the strategizing actions, undertaken by the knowledge managers, are grouped into three categories: intentional, emergent, and constraint-responding. They are labelled marketing, island-finding, and force-building, respectively. From the paradigm-case analysis, the knowledge managers are divided into three groups based on their capability to survive the turbulent organizational context and build a territory for the knowledge management function. Among the seven knowledge manager, one has decided to give up the position, four are still struggling with the obstacles and the powerful current to obtain a place within the organizational life, and two have achieved certain success. They are named the defeated, the struggling, and the contented, respectively.

As mudanças no modo pelo qual entendemos a ciência, o trabalho e a própria vida em sociedade têm acentuado a velocidade da informação e a necessidade de conhecimento em nossa época. Surge, nesse contexto, um modelo gerencial que se propõe a administrar o conhecimento organizacional por meio dos processos de identificação, criação, armazenamento, compartilhamento e utilização do conhecimento: a gestão do conhecimento (GC). O objetivo deste trabalho foi, a partir da abordagem da gestão do conhecimento, realizar estudo sobre o conhecimento organizacional do Observatório Astronômico (OA) da UFRGS conduzindo a um projeto para implantar um programa de gestão do conhecimento organizacional para a administração pública no OA. O órgão estudado faz parte da Universidade Federal do Rio Grande do Sul (UFRGS), que é uma das Instituições Federais de Ensino Superior (IFES) do sistema federal de ensino superior. A metodologia utilizada foi o estudo de caso único com a utilização de entrevista semiestruturada, questionário e análise documental. Para análise dos dados, foi utilizada a análise de conteúdo. A análise do conhecimento organizacional do Observatório Astronômico da UFRGS, por meio do estudo de caso, indicou dados importantes para a gestão do órgão e com relevância para a comunidade acadêmica interna e externa à UFRGS. Os resultados do estudo acrescentam novos conhecimentos sobre o órgão investigado e indicam necessidade de melhorias nos processos do órgão, especialmente com relação à divulgação das atividades. Este estudo também apresentou a gestão do conhecimento como instrumento de gestão indicado ao Observatório Astronômico da UFRGS. As práticas de GC descritas por Batista e Quandt (2015) foram apresentadas como alternativa para se aumentar a eficiência de Instituições Federais de Ensino Superior. Como resultado final deste trabalho, o Projeto de Gestão do Conhecimento Organizacional do OA apresenta práticas de GC sugeridas ao Observatório Astronômico com base no referencial teórico, na análise dos dados empíricos da pesquisa e no olhar deste pesquisador, que é membro da equipe do órgão. / Changes in the way we understand science, work and life itself in society have accentuated the speed of information and the need for knowledge in our time. In this context, a managerial model is proposed that aims to manage organizational knowledge through the processes of identification, creation, storage, sharing and use of knowledge: knowledge management (KM). The objective of this work was, based on the knowledge management approach, to carry out a study about the organizational knowledge of the UFRGS Astronomical Observatory (AO) leading to a project to implement an organizational knowledge management program for public administration in AO. The body studied is part of the Federal University of Rio Grande do Sul (UFRGS), which is one of the Federal Institutions of Higher Education (IFES) of the federal system of higher education. The methodology used was the single case study with the use of semi-structured interview, questionnaire and documentary analysis. For analysis of the data, the content analysis was used. The analysis of the organizational knowledge on UFRGS Astronomical Observatory, through the case study, indicated important data for the management of the body,with relevance to the academic community internal and external to the UFRGS. The results of the study add new knowledge about the body investigated and indicate the need for improvements in the body processes, especially in relation to the dissemination of activities. This study also presents knowledge management as a management tool indicated to the UFRGS Astronomical Observatory. The KM practices described by Batista and Quandt (2015) were presented as an alternative to increase the efficiency of Federal Institutions of Higher Education. As a final result of this work, the Project of Organizational Knowledge Management on AO presents KM practices suggested to the Astronomical Observatory based on the theoretical reference, the analysis of the empirical data of the research and the look of this researcher, who is a member of the team of the body studied.