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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

Analysis for adaptive complex public enterprises

Kim, Yushim, January 2006 (has links)
Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 132-152).
2

A case-study of the experience of organisational change : council amalgamation in regional Victoria

Schapper, Jan January 2004 (has links)
Abstract not available
3

Compliance and state-building U.S.-imposed institutions in the Philippine colonial state /

Allen, Daniel R., January 2008 (has links) (PDF)
Thesis (Ph. D.)--Washington State University, December 2008. / Title from PDF title page (viewed on Dec. 31, 2008). "Department of Political Science." Includes bibliographical references (p. 154-170).
4

The cultivation and trust-based application of tacit knowledge within a product development organization /

Karesh, Michael Alan. January 2003 (has links)
Thesis (Ph. D.)--University of Chicago, Dept. of Sociology, December 2003. / Includes bibliographical references. Also available on the Internet.
5

Mapa de rede de impactos como metodologia de gestão estratégica em organizações complexas: estudo de caso no SESI-BA

Braga, Jéssica Jesus dos Santos 19 December 2014 (has links)
Submitted by Tatiana Lima (tatianasl@ufba.br) on 2015-11-26T19:17:14Z No. of bitstreams: 1 Braga, Jessica Jesus dos Santos.pdf: 2123635 bytes, checksum: 02906b7ac32d799e41e4858e324636c4 (MD5) / Approved for entry into archive by Tatiana Lima (tatianasl@ufba.br) on 2015-12-01T21:12:55Z (GMT) No. of bitstreams: 1 Braga, Jessica Jesus dos Santos.pdf: 2123635 bytes, checksum: 02906b7ac32d799e41e4858e324636c4 (MD5) / Made available in DSpace on 2015-12-01T21:12:55Z (GMT). No. of bitstreams: 1 Braga, Jessica Jesus dos Santos.pdf: 2123635 bytes, checksum: 02906b7ac32d799e41e4858e324636c4 (MD5) / A pesquisa, do tipo Estudo de Caso, visa a verificar as contribuições da metodologia Mapa de Rede de Impactos (MRI) à gestão estratégica da organização complexa Serviço Social da Indústria – Departamento Regional da Bahia (SESI-BA), por meio do acompanhamento da implantação dessa metodologia no período de 2012 a 2014. Para tanto, inicialmente, realizouse uma pesquisa quantitativa, mediante a aplicação de questionários via Google Docs a sete gerentes do SESI-BA e seis pesquisadores da UFBA que participaram do processo de implantação do MRI na organização, com o objetivo de mapear a interdependência entre os projetos estratégicos do PE 15 anos (2013-2027) do SESI-BA. Para o tratamento desses dados e construção do mapa sistêmico MRI do PE 15 anos do SESI-BA foi utilizada a metodologia Análise de Redes (AR), por meio da qual também se identificaram as posições e papéis assumidos pelos projetos na rede estratégica organizacional. Em seguida, visando avaliar os resultados gerenciais do SESI-BA com a utilização do MRI, adotaram-se técnicas qualitativas de coleta e tratamento de dados. Para acompanhar as ações estratégicas na organização após a implantação do MRI utilizou-se a técnica Observação Participante em duas fases: como pesquisa exploratória de campo; e em reuniões do SESI-BA. A Pesquisa Documental foi utilizada para conhecer o histórico de criação, características e dinâmica da organização e verificar as influências exercidas pela metodologia MRI sobre o desempenho do seu sistema estratégico. Por último, aplicou-se a técnica Entrevista do tipo semiestruturada a seis executivos do SESI-BA detentores de informações estratégicas e conhecedores do sistema estratégico organizacional (três deles pertencentes ao nível tático; um do nível estratégico; e dois do operacional) visando sondar as suas percepções, expectativas, nível de consciência, opiniões e avaliações sobre aspectos e efetividade dos componentes da metodologia MRI na organização. Para o tratamento dos dados obtidos por meio da observação, da pesquisa documental e das entrevistas utilizou-se a técnica Análise de Conteúdo, tomando como categorias as dimensões Eficiência, Eficácia, Relevância e Sustentabilidade (LUSTHAUS et al., 1999) e como subcategorias os elementos principais da metodologia MRI. Para organizar a análise dos dados qualitativos foi utilizado o software ATLAS.ti. Como resultados dessa pesquisa, afirma-se que o Mapa de Rede de Impactos favoreceu um melhor entendimento da realidade organizacional do SESI-BA, mais rápida adaptação e respostas às mudanças do seu ambiente. Também se constatou que o MRI contribuiu para o avanço na gestão estratégica da organização complexa SESI-BA, atuando como um método complementar ao tradicional BSC. Diante das constantes mudanças no sistema estratégico do SESI-BA, concluiu-se que as contribuições mais permanentes do MRI à gestão estratégica dessa organização complexa consistiram em: auxílio à definição das Direções Estratégicas para a tomada de decisão, com base nos valores organizacionais e nos conhecimentos e experiências dos parceiros internos; potencialização das capacidades endógenas; incentivo à participação dos parceiros internos nas iniciativas estratégicas; incentivo à implantação de processos favoráveis ao compartilhamento de conhecimentos na organização; e aprendizado estratégico, por meio de exercícios de reflexão global, sistematização e representação visual das inter-relações de impacto entre os vetores estratégicos. / This research, a case study, aims to verify the contributions of the methodology Outcome Network Map (ONM) to the strategic management of the complex organization Social Service of the Industry – Regional Department of Bahia (SESI-BA), through the follow-up of implementation of this methodology from 2012 to 2014. For that, initially, was applied a quantitative research, by applying questionnaires via Google Docs to seven SESI-BA managers and six researchers from UFBA that participated in the ONM implantation process in the organization, in order to map the interdependence between the strategic projects of SP (Strategic Planning) 15 years (2013-2027) of SESI-BA. For the processing of such data and construction of systemic map ONM SP 15 years of SESI-BA, was used Network Analysis (NA) methodology, through which also was identified the positions and roles played by the projects in the organizational strategic network. Then, to evaluate the management results of SESI-BA with the use of ONM, it was adopted qualitative techniques for data collecting and processing. To follow-up the strategic actions in the organization after the ONM implantation, it was used the Participant Observation technique in two stages: as field exploratory research; and in some SESI-BA meetings. The Documentary Research was used to understand the history of creation, characteristics and dynamics of the organization and check the influences exerted by ONM methodology on the performance of its strategic system. Finally, it was applied the semi-structured Interview technique to six SESI-BA executives who hold strategic information and know the strategic organizational system (three of them belonging to the tactical level; one to the strategic level, and two to the operational level) in order to probe their perceptions, expectations, level of awareness, opinions and evaluations of aspects and effectiveness of the ONM methodology components in the organization. To treat data obtained by observation, documentary research and interviews it was used the Content Analysis technique, using as categories the dimensions Efficiency, Effectiveness, Relevance and Sustainability (Lusthaus et al., 1999) and as subcategories the main elements of the ONM methodology. To organize the analysis of qualitative data it was used ATLAS.ti software. As results of this research, it is stated that the Outcome Network Map favored a better understanding of SESI-BA organizational reality, faster adaptation and responses to changes in their environment. Results also highlight the fact that the ONM contributed to the advance of the strategic management of the complex organization SESI-BA, acting as a complementary method to the traditional BSC. Up fronted by the constant changes in the SESI-BA strategic system, it was concluded that the most permanent contributions of ONM to the strategic management of this complex organization consisted of: support of the definition of Strategic Directions for decision making, based on organizational values and in the knowledge and experiences of internal partners; enhancement of endogenous capacities; encouraging the participation of internal partners on the strategic initiatives; incentives to the implementation of favorable processes to knowledge sharing in the organization; and strategic learning through global reflection exercises, systematization and visual representation of the inter-relationships impact between strategic vectors.
6

Chicano Studies: Proliferation of the Discipline and the Formal Institutionalization of Community Engagement, 1965 to Present

Hill Zuganelli, Dee, Hill Zuganelli, Dee January 2016 (has links)
This dissertation is a comparative study of the formal institutionalization of Chicana/o Studies programs in four-year colleges and universities between 1970 and the present, and of how variations in institutionalization create different community engagement dynamics for Latina/o populations both on- and off-campus. This research examines the impact of program and university-level characteristics on the formal institutionalization of these programs and the embedding of community engagement within program mission statements. Moreover, the dissertation examines tensions, balancing acts, and trade-offs between achieving program stability and satisfying legitimizing demands of academic labor. Program-level characteristics include formal classification as either a Chicana/o Studies program or cognate (e.g., Mexican American Studies, Hispanic Studies, Latin American Studies, etc.) or a more generalist ethnic studies program (e.g., ethnic studies, cultural studies, American Studies, etc.). University-level characteristics include locus of control (i.e., public or private universities), institutional wealth, total student body and minority enrollments, histories of campus protest, and regional diffusion. The findings indicate complex and distinguishable relationships among program classification, formal program institutionalization, and community engagement prospects; and that predictors for institutionalization partially predict efforts to work with minority populations off-campus. Complicating these relationships suggests a need to consider variations in program-level institutionalization and dedicate future work to this level.
7

Organizational Decision-Making in Information Technology Choice: A Case Study and Investigative Approach

Payne, Catherine 11 May 2004 (has links)
A significant amount of research has been done in the area of understanding how people use technology in the workplace. Included in this research is how social and technical systems of an organization interact and influence one another. Previous work in both Management of Information Systems and Computer Supported Cooperative Work show how the interaction between the social and technical systems of a workplace can lead to new technology uses and requirements, as well as adoption issues like resistance. One area that has not been extensively studied is how organizations select technologies to begin with. To understand how an organization makes a choice on technology, one has to investigate the underlying organizational decision-making processes. The subject of this research is a case study of a government IT project. Data on the decision-making that led to the selection of the IT solution is gathered through elite and specialized interviews of government officials who were involved in the selection. The data collected in the case study supports three conclusions about decision-making for organizational systems: 1.) sociopolitical dynamics constrain the design space, 2.) emergent requirements are likely and 3) organizational systems can have different levels of stakeholders and the levels reflect the power structure within the organization. Finally, general guidelines for conducting decision-making analysis are provided so that data from decision-making activities of other organizations can be collected and analyzed by researchers and practitioners. / Master of Science
8

Enabling industry inflection and corporate innovation : utilising complexity thinking for innovative strategic management

Habtay, Solomon Russom 03 1900 (has links)
Thesis (MComm)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: In the new economy, many industries - more specifically those that can be replaced electronically - are generally believed to be in peril of strategic inflection points. Scrutiny of available researches on the drivers of discontinuity indicates that some strategic inflection points can be foreseen, but many cannot be anticipated, because initially inflection points emerge very small, and can often be missed, but then they suddenly strike hard without warning. A strategic point of inflection occurs when existing ways of doing business and industry structure subtly but profoundly change. This study proposed to review the application of the complexity theory to strategic management for enabling industry inflection and corporate innovation. The study describes a couple-phased complexity approach for enabling industry inflection. The first phase starts by building organisational fitness through designing complex adaptive systems, internal to the organisation, and nurturing healthy co-evolution with external key players. The application of "communities of practice" into complex adaptive systems of organisational design is demonstrated as an essential means to drive the organization to the edge of chaos through which new businesses may evolve that can potentially trigger an inflection point. The co-evolutionary approach is explained as a process to develop patterns of co-adaptation with key players, whereby co-adapters collaborate to adapt effectively, although they still remain free to compete for a prime-movers hip position. This is hypothetically postulated to be space transition at the edge of chaos at the socio-cultural business system level, where active members, driven by the moving self-organization, engage in exploratory dialogue to explore space possibilities for systemic innovations. The second phase is described in four strategic stages for enabling industry inflection and corporate innovation. The strategic inflection point begins with a definition of a customer value proposition. This leads to the co-experimentation stage where co-creators jointly experiment with diverse new business models comprising a variety of customer value propositions that appeal to different segments. The success of new business model may cause industry inflection, subsequently leading to the third stage where the inflection point creates uncertainty to both the co-creators and their competitors, because the final success of a proactive strategic inflection point depends on the market dynamics. The salient conclusion of this study is that the complexity theory does not guarantee the complete success of a proactive strategy for enabling industry inflection. An inflection point can barely result from a deliberate strategic process only. Neither is a strategic inflection point a function of perfectly unexplainable market factors. Recommendations have been provided for further research to address, among others, the conceptual gap between the scientific analysis and the non-linear assumption of the complexity theory. / AFRIKAANSE OPSOMMING: Daar word in die hedendaagse ekonomie algemeen aanvaar dat baie nywerhede - in die besonder dié wat elektronies vervang kan word - gevaar loop van strategiese invalspunte. Noukeurige ondersoek van beskikbare navorsing oor die aanvoorders van diskontinuïteit dui daarop dat sommige strategiese invalspunte verwag kan word, maar baie kan nie geantisipeer word nie, aangesien invalspunte aanvanklik baie klein voorkom, en dan dikwels misgekyk kan word, maar dan slaan hulle vinnig toe, sonder waarskuwing. 'n Strategiese invalspunt kom voor wanneer bestaande maniere van sake doen en die struktuur van die industrie subtiel, maar wesenlik verander. Met hierdie navorsing is beoog om 'n oorsig te kry van die toepassing van die kompleksiteitsteorie op strategiese bestuur ten einde geleentheid te verskaf vir industrieinfleksie en korporatiewe innovering. Die navorsing beskryf 'n aantal gefaseerde kompleksiteitsbenaderings om industrie-infleksie aan te help. Die eerste fase begin met die opbou van organisatoriese geskiktheid deur die ontwerp van komplekse aanpasbaarheidstelsels wat intern aan die organisasie is en deur die kweek van gesonde koevolusie met eksterne sleutelrolspelers. Die toepassing van "algemeen aanvaarde praktyk" in komplekse aanpasbaarheidstelsels van organisatoriese ontwerp word gedemonstreer as 'n essensiële middelom die organisasie tot op die rand van chaos te dryf waardeur nuwe ondernemings kan ontwikkel wat moontlik 'n invalspunt kan veroorsaak. Die ko-evolusionêre benadering word verduidelik as 'n proses om patrone vir ko-adaptasie met sleutelrolspelers te ontwikkel, waardeur medebewerkers saamwerk om doeltreffend aan te pas, alhoewel hulle steeds vry is om vir 'n posisie as hoofkragbron mee te ding. Daar word hipoteties gepostuleer dat dit paradigmatiese oorgang op die rand van chaos op die sosiokulturele sakevlak is, waar aktiewe lede, gedryf deur die vinnig bewegende self-organisasie, betrokke raak by verkennende dialoog om die paradigmatiese moontlikhede vir sistemiese innovering te verken. Die tweede fase word in vier strategiese stadia beskryf om industrie-infleksie en korporatiewe innovering moontlik te maak. Die strategiese invalspunt begin met 'n definisie van 'n aanbieding van kliëntwaarde. Dit lei tot die ko-eksperimentele stadium waar medeskeppers gesamentlik eksperimenteer met diverse nuwe sakemodelle wat bestaan uit variasies op aanbiedings van kliëntwaarde wat vir verskillende segmente aanloklik is. Die sukses van 'n nuwe sakemodel kan moontlik industrie-infleksie veroorsaak, wat dan lei tot die derde stadium waar die invalspunt onsekerheid skep vir die medeskeppers en hulle mededingers, aangesien die finale sukses van 'n proaktiewe strategiese invalspunt van die markdinamiek afhanklik is. Die belangrikste gevolgtrekking na aanleiding van hierdie navorsmg IS dat die kompleksiteitsteorie nie die algehele sukses van 'n proaktiewe strategie verseker om industrie-infleksie te bemagtig nie. 'n Invalspunt kan beswaarlik slegs uit 'n doelbewuste industrie-infleksie voortspruit. Die strategiese invalspunt is ook nie 'n funksie van volkome onverklaarbare markfaktore nie. Aanbevelings word gemaak vir verdere navorsing wat aandag kan gee aan, onder andere, die konseptueie gaping tussen die wetenskaplike analise en die nie-lineêre aanname van die kompleksiteitsteorie.
9

A rereading of the types of parties. Strategies, links and transformations / Una relectura de los tipos de partidos. Estrategias, vínculos, transformaciones

Raniolo, Francesco 25 September 2017 (has links)
Political parties are topics well known to women and men of the XXI century that live in both democratic and authoritarian regimes. Even though political parties originally emerged in order to represent people’s claims and to organize popular participation, today they seem to be relegated to the «Palace» or places where political power can be found. They have weak social roots, but exert a wide control of the State. This article retraces the parabola of political parties, highlighting their nature as complex organizations. Parties have to face four «organizational problems» related to: internal participation, organizational structure, mobility of resources and relations with their environment (strategic problem). Generally, parties adopt strategies to maximize their votes, presence in office and policy seeking, or their mix. These strategies usually affect the ways to face and eventually solve other organizational problems. The same historical party types will be examined through the analysis of these external and internal organizational problems. / Apreciados o no, lo cierto es que los partidos se han vuelto un asunto familiar para las mujeres y los hombres del siglo XXI, así hayan vivido en regímenes democráticos o autoritarios. Los partidos políticos nacieron para representar las demandas procedentes de abajo y para orga- nizar la participación popular. Sin embargo, hoy en día parecen estar relegados en el «Palacio»; es decir, en los sitios de poder político. A pesar de tener un débil arraigo social, tienen un gran alcance en términos de control del Estado. Este artículo propone una relectura de la parábola de los partidos políticos resaltando su carácter de organizaciones complejas. Estos partidos, en realidad, tienen que afrontar cuatro «problemas organizativos» relacionados con la participación interna, la articulación organizativa, la movilización de los recursos fundamentales y las relacio- nes con el entorno (problema estratégico). En general, las estrategias que los partidos utilizan en relación con su entorno (task environment) pueden ser vote, office y policy seeking o su mezcla, y en general influyen en las maneras en las que se afrontan y, eventualmente, resuelven los otros problemas organizativos. Los mismos tipos históricos de partido se explican a través del análisis de estos problemas organizativos internos y externos.
10

Análise de fatores críticos na gestão do conhecimento e no processo de Inteligência em organizações complexas: uma análise teórico prática em múltiplas organizações / Analysis of critical factors in the management of knowledge and the intelligence process in complex organizations: a practical theoretical analysis in multiple organizations

Jorge, Carlos Francisco Bitencourt [UNESP] 10 November 2017 (has links)
Submitted by CARLOS FRANCISCO BITENCOURT JORGE null (bitencourt@gmail.com) on 2017-12-20T18:08:23Z No. of bitstreams: 1 Jorge CFB Tese.pdf: 6286253 bytes, checksum: d5d63307bf812e3b768ecf6474db09c0 (MD5) / Submitted by CARLOS FRANCISCO BITENCOURT JORGE null (bitencourt@gmail.com) on 2017-12-21T12:31:26Z No. of bitstreams: 1 Jorge CFB Tese.pdf: 6286253 bytes, checksum: d5d63307bf812e3b768ecf6474db09c0 (MD5) / Approved for entry into archive by Satie Tagara (satie@marilia.unesp.br) on 2017-12-21T12:55:50Z (GMT) No. of bitstreams: 1 jorge_cfb_dr_mar.pdf: 6286253 bytes, checksum: d5d63307bf812e3b768ecf6474db09c0 (MD5) / Made available in DSpace on 2017-12-21T12:55:50Z (GMT). No. of bitstreams: 1 jorge_cfb_dr_mar.pdf: 6286253 bytes, checksum: d5d63307bf812e3b768ecf6474db09c0 (MD5) Previous issue date: 2017-11-10 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / A complexidade é um componente intrínseco que perpassa os processos empreendidos no ambiente interno e externo de uma organização. As organizações estão inseridas em ambientes que, por natureza, são constituídos por conhecimento e inteligência. Nessa perspectiva, ao desenvolverem suas atividades geram novos conhecimentos que, por sua vez, são influenciadas de maneira direta pela complexidade. Em alguns ambientes organizacionais observa-se que a complexidade é inerente aos processos desenvolvidos, aos resultados obtidos e, em alguns casos, em ambas as situações. No âmbito das organizações complexas, pode-se destacar faculdades, clubes de futebol, indústrias, empresas de varejo e entidades de classe que,devido à própria estrutura e modelo de gestão, são organizações que possuem e utilizam conhecimentos e inteligências em todas as atividades e tarefas desempenhadas. Verifica-se na literatura a recorrente discussão sobre a necessidade latente quanto ao aumento da competitividade, por meio de uma gestão eficaz de dados, informações, conhecimentos e inteligências. Sob este enfoque, a pesquisa em questão analisou os aspectos críticos quanto a aplicação da gestão da informação, conhecimento e inteligência em organizações complexas. Para tanto, analisou o referencial teórico referente às temáticas complexidade, inteligência e conhecimento em sete modelos de gestão do conhecimento e sete modelos voltados ao processo de inteligência. O método utilizado foi o ‘Estudo de Caso Múltiplo’, em que se aplicou a técnica da triangulação de dados para obter uma visão ampliada da problemática investigada. Para a coleta de dados, utilizou-se a observação direta, responsável por colher informações sobre a cultura, comunicação, história entre outros aspectos importantes no contexto da organização, a entrevista estruturada e o questionário. A entrevista estruturada foi aplicada com o principal sujeito do nível organizacional. O questionário foi aplicado junto aos funcionários de cada nível organizacional (estratégico, tático e operacional). As análises foram realizadas a partir dos níveis organizacionais de maneira individual em cada organização e, posteriormente, em um nível macro com cada organização. Após análise individual e dos diferentes níveis referentes às organizações participantes, os resultados demonstraram importantes aspectos das organizações e de seus níveis hierárquicos, no que tange ao uso de fontes e fluxos de conhecimento e inteligência no ambiente interno e externo, percepção de informações, conhecimentos e inteligências de maneira processual à demanda de sua aplicação. Em relação às questões teóricas, no que concerne aos aspectos críticos de gestão do conhecimento e da inteligência alinhadas às informações coletadas, foi possível construir um modelo conceitual que integra etapas e atividades voltadas a essas temáticas para as organizações complexas. As organizações complexas, a partir do modelo desenvolvido, podem trabalhar a implantação, desenvolvimento e gestão do conhecimento e da inteligência em seus processos organizacionais. Foram sugeridas algumas estratégias que podem minimizar o impacto da possível implantação do modelo integrado de gestão do conhecimento e da inteligência. / The complexity is an intrinsic component that pervades the processes undertaken in the internal and external environment of an organization. The organizations are embedded in environments that, by nature, are made up of knowledge and intelligence. In this perspective, in developing their activities, they generate new knowledge that, in turn, are directly influenced by complexity. In some organizational environments, it is observe that complexity is inherent to the processes developed, the results obtained and, in some cases, both situations. In the context of complex organizations, we can highlight colleges, football clubs, industries, retail companies and class entities that, due to their own structure and management model, are organizations that possess and use knowledge and intelligence in all activities and Tasks performed. There is a recurrent discussion in the literature about the latent need for increase of competitiveness, through the efficient management of data, information, knowledge and intelligence. Under this approach, the research in question analyzed the critical aspects regarding the application of information, knowledge and intelligence management in complex organizations. In order to do so, it analyzed the theoretical reference referring to the themes complexity, intelligence and knowledge in seven models of knowledge management and seven models focused on the process of intelligence. The method used was the 'Multiple Case Study', in which the data triangulation technique was applied to obtain an expanded view of the problem investigated. For the data collection, the direct observation was used, responsible for collecting information about culture, communication, history and other important aspects in the context of the organization, the structured interview and the questionnaire. The structured interview was applied with the main subject at the organizational level. The questionnaire was applied to employees at each organizational level (strategic, tactical and operational). The analyzes were performed from the organizational levels individually in each organization and, later, at a macro level with each organization. After an individual analysis and the differents levels of the participating organizations, the results showed important aspects of organizations and their hierarchical levels regarding the use of sources and flows of knowledge and intelligence in the internal and external environment, perception of information, knowledge and intelligences in a procedural way to the demand of its application. Regarding the theoretical issues, in what concerns the critical aspects of knowledge management and intelligence aligned to the information collected, it was possible to construct a conceptual model that integrates steps and activities focused on these themes for complex organizations. Complex organizations, based on the developed model, can work on the implementation, development and management of knowledge and intelligence in their organizational processes. Some strategies have been suggested that can minimize the impact of the possible implementation of the integrated model of knowledge management and intelligence. / Programa PDS: 99999.008196/2014-01

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