Engineering Consultants is a kind of knowledge-intensive services, needed to establish knowledge management mechanism in order to pile personal and company¡¦s property, increase employee¡¦s knowledge development and lift up everyone¡¦s ability to use knowledge property. Finally, providing the owner satisfy service and reach company¡¦s goal. At present, only a few of projects need foreign engineering consultants to guide the planning in Taiwan. Engineering consultancy services can be seen in the past few decades of human resource and technology training, and indeed hard work over the years. This study used depth-interview method, through observation and interviewed staff¡¦s experience, to explore the case company¡¦s current knowledge management structure, and we could understood knowledge acquisition, creation, accumulation and diffusion of the actual situation. List the following five recommendations for improvement, including 1.Organizational culture of mutual trust: implementation of knowledge-sharing needs the guidance of enterprise culture. 2.Emphasis on leadership: the establishment of a specialized management positions is very necessary, This position is called CKO in the West. 3.Perfect information systems: establish a sound information network is to achieve knowledge sharing knowledge management platform. 4.Human resource development: enterprises are to achieve knowledge sharing, must establish a contract similar to the market economy mechanism. 5.The right strategy: knowledge sharing is the premise and foundation of knowledge management.

Reviewing the whole development history of management and the era background, we can find that the theories and practices of management are always continuing changing and improving. In addition, each industry starts to promote and apply the theories and practices of management to the operation of its individual industry with the changes or evolvements of the all industries in the outside environment. With the coming of knowledge economy in the 21st century, here comes the birth of ¡§knowledge management,¡¨ and it also becomes the focus of the active implementation in each industry and business enterprise. First, knowledge management is actively implemented in business enterprises, bringing great effects and positive influences just like what Peter Drucker said in 1965¡X¡§knowledge¡¨ is going to replace tangible assets such as machines, facilities, capital, materials, and labors, and becomes the most important key element of production in business enterprises. Besides, ¡§knowledge workers¡¨ will also replace the traditional labors and become the most efficient instrument which brings great benefits to business enterprises. Likewise, a hospital itself is an organization, too. In fact, the medical staffs in hospitals such as physicians and nurses are right the knowledge workers who are able to drive knowledge management. Moreover, the implementation of knowledge management in healthcare organizations or hospitals is still in the beginning phase. For this reason, the study will explore the realization and practice of knowledge management between middle level managers and basic level nurses. With regard to the implementation of knowledge management, the study is going to explore the practices and comparisons between the middle level managers and the basic level nurses in terms of knowledge acquisition, knowledge creation, knowledge storage, knowledge spread, and knowledge application, and to explore the outcomes of the implementation of knowledge management between these two levels under the enabling factors of knowledge management. Through the analyses and comparisons of the interview cases, here are the results and findings of the study: 1. The knowledge that the middle level managers and basic level nurses mainly value is the professional knowledge and skills of nursing. Then the concepts of services and the access environment and safety of patients are also concerned. 2. With regard to the implementation of knowledge management, the middle level managers and the basic level nurses both think that there is no specific or fixed one person who is responsible for the implementation of knowledge management but all people who work together to implement knowledge management according to their individual responsibility and accountability; that is, knowledge management is achieved by the division of labor. 3. As to the process and enabling factors of knowledge management exerted by the middle level managers and the basic level nurses, here are the outcomes: (a) In terms of knowledge acquisition, for the basic level nurses in the units, the most sources of collected knowledge are from books, periodicals, magazines, and rarely theses; for the middle level managers, almost the same as the basic level nurses. However, there are still some differences. For example, the vice director in charge of academic affairs thinks e-mails are also one of the sources of collected knowledge; the other vice director in charge of clinical practices, the head nurses in the units are also one of the sources of collected knowledge. (b) In terms of knowledge creation, both the middle level managers and the basic level nurses think that there is the mechanism of rewards in the hospital, such as the points of reward money and the reward money for new ideas. Furthermore, there are the competition reward money for QCC projects and the reward money for research proposals as well. Nevertheless, there is no cooperation in research between the nursing units in the hospital and other outside institutes or organizations, but there is cooperation relationship between the hospital and the nursing schools. For instance, the hospital is open for the nursing practicum of nursing students. (c) In terms of knowledge storage, both the middle level managers and the basic level nurses think the knowledge stored in the nursing department and units is paper-oriented and documentation-oriented. The paper documentation is usually keyed in and saved in the Word files of computers. However, part of knowledge is possibly not presented through the paper documentation and not saved in so-called ¡§knowledge base¡¨ but then stored in personal brain through the oral sharing. (d) In terms of knowledge spread, there is one difference in the priority of the same ways frequently used to spread knowledge between the middle level managers and the basic level nurses. For example, the basic level nurses think the priority of the frequent ways used to spread knowledge in the units is informally oral dialogs, ward-checking, ward or morning meetings, and educational on-the-job training; the middle level managers, the priority of the frequent ways used to spread knowledge is educational on-the-job training, ward or morning meetings, seminars or studying clubs, and ward-checking. The best mechanism of knowledge spread in the units, both the middle level managers and the basic level nurses think, is educational on-the-job training. Meanwhile, there are also the small library rooms as the mechanism of knowledge spread in the units, but the effect of the library rooms is not that ideal in the viewpoints of the basic level nurses. (e) In terms of knowledge application, both the middle level managers and the basic level nurses think that they can effectively use the knowledge base composed of documentation and paper to find the information they need in short time, and the QCC projects are conducive to the quality improvement. In addition, both of them also think the knowledge and skills learned from the on-the-job training for the whole hospital employees and for the unit nurses can be applied to daily work. (f) In terms of the enabling factors of knowledge management, both the middle level managers and the basic level nurses think that the nursing department and the units encourage knowledge sharing and mutual discussion among employees. More than half of the basic level nurses think that the head nurses in the units offer them enough encouragement and support; the two vice directors as the middle level managers, their director offers them enough encouragement and support. Meanwhile, the majority of the basic level nurses think the ideal environment of knowledge development and the ideal welfare system of compensation management will make them be more delighted to share their knowledge and skills. However, the middle level managers think the support from the director, good leadership and positive approvals will make them be more delighted to share knowledge and skills. Moreover, most of the basic level nurses agree that the head nurses in the units will consider offering different courses of training to different employees according to their needs. The two vice directors as the middle level managers also think that the nursing department will also considering offering different courses of training to different employees according to their needs. Finally, the study proposes four suggestions to the case hospital, such as (1) improving the installation and application of knowledge flat-top building, (2) reinforcing the motivation and incentive of the mechanism of rewards, (3) opening the training courses of upgrading information ability for the nurses, and (4) adding one specific worker who is only responsible for knowledge management.

Made available in DSpace on 2017-07-10T16:32:27Z (GMT). No. of bitstreams: 1 Osmarina_ Garcia.pdf: 2444640 bytes, checksum: bb0fc20ecfd6367dce2985afacf8a24d (MD5) Previous issue date: 2015-03-03 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Lately, much has been studied and discussed in the academic and business worlds for Knowledge Management and the interaction between tacit and explicit knowledge. In the quest to find out the trapping of people in organizations, this study aimed mainly to investigate which factor(s) of knowledge management by tacit route and/or explicit are crucial in retaining professionals in a company of furniture industry. In the methodology, it was used exploratory research to conduct a survey with quali-quantitative approach. The data were collected between June to August 2014, in a furniture industry located in Francisco Beltrão - PR. Data collection was conducted through a questionnaire administered to 224 employees of administrative, industrial and commercial, distributed according to their positions in: 11 managers, 44 sectors chargers and 169 operational workers. The Likert scale was the mean of detecting the frequency of the opinions of the employees that answered the research. To provide greater consistency to the conclusions, the data were analyzed statistically, using the Multivariate Analysis. It was applied the techniques of Principal Component Analysis and Factor Analysis, separately for the tacit and explicit way to identify the relationship between the factors of both pathways through indexes. Subsequently, it was used the techniques Correspondence Analysis and Canonical Correlation Analysis to measure the association between tacit via versus service time and explicit via versus service time (present company and position). It was also elaborated a contingency table for variables: group 1 - age, gender, education level, area and position with the group 2 - length of service in the current position and length of service in the company, through the Chi-square test. Statistical analyzes have been made in the free software R. It was found that among these hypotheses, the confirmed one was: knowledge management is a determining factor in retaining professionals to the organization by the tacit and explicit way. In seeking the association between groups formed by similar questionnaire answers with the group 1 (social factors) and group 2 (service time), found that the explicit route has more influence on employee retention by the factors: selection policies, remuneration policies, benefits policies, training systems, performance evaluation, promotion systems in career and job title. Only the recruitment policies factor exerts no influence on employee retention. For tacit way, the greatest influence is on the factors: management leadership and interpersonal skills. Therefore, it is concluded that both pathways influence the retention of employees of the company searched. / Ultimamente muito se tem pesquisado e discutido nos meios acadêmicos e empresarial em relação a Gestão do Conhecimento e a interação entre o conhecimento tácito e explícito. Na busca para descobrir o que determina a retenção das pessoas nas organizações, este trabalho teve como objetivo central, investigar qual(is) fator(es) da gestão do conhecimento pela via tácita e/ou explícita são determinantes na retenção dos profissionais em uma empresa do ramo moveleiro. Na metodologia, utilizou-se de pesquisa exploratória para realizar um levantamento com abordagem quali-quantitativa. Os dados foram coletados no período de junho a agosto de 2014, em uma indústria de móveis localizada na cidade de Francisco Beltrão - PR. A coleta foi realizada por meio de um questionário aplicado a 224 funcionários das áreas administrativa, industrial e comercial, distribuídos conforme seus cargos em: 11 gerentes, 44 encarregados de setores e 169 trabalhadores operacionais. A escala de Likert foi o meio de detectar a frequência das opiniões dos funcionários respondentes da pesquisa. Para proporcionar maior consistência às conclusões, os dados foram submetidos a tratamento estatístico, utilizando-se da Análise Multivariada. Foram aplicadas as técnicas de Análise de Componentes Principais e Análise Fatorial, separadamente para a via tácita e explícita para identificar a relação existente entre os fatores de ambas as vias por meio de índices. Posteriormente, utilizou-se das técnicas Análise de Correspondência e Análise de Correlação Canônica para medir a associação entre via tácita versus tempo de serviço e via explícita versus tempo de serviço (cargo atual e empresa). Elaborou-se também uma tabela de contingência para relacionar as variáveis: grupo 1 idade, gênero, grau de escolaridade, área e cargo com o grupo 2 tempo de serviço no cargo atual e tempo de serviço na empresa, por meio do Teste Qui-Quadrado. As análises estatísticas foram elaboradas no software livre R. Constatou-se que dentre as hipóteses levantadas, a confirmada foi: a gestão do conhecimento é fator determinante na retenção de profissionais para a organização pelas vias tácita e explícita. Ao buscar a associação entre grupos formados pelas respostas similares do questionário com o grupo 1 (fatores sociais) e grupo 2 (tempo de serviço), verificou que a via explícita exerce maior influência na retenção do funcionário pelos fatores: políticas de seleção, políticas de remuneração, políticas de benefícios, sistemas de treinamento, avaliação de desempenho, sistemas de promoção na carreira e cargo. Apenas o fator políticas de recrutamento não exerce influência na retenção dos funcionários. Para a via tácita, a maior influência está nos fatores: gestão de líderes e relacionamento interpessoal. Portanto, conclui-se que ambas as vias exercem influência na retenção dos funcionários da empresa pesquisada.

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

Presented dissertation is involved in the knowledge management in high-tech companies in the Czech Republic. The work with knowledge influences all areas in the company. Evaluation of formulated strategy and arrangement of development of conditions, resulting in future sustainability, are essential in the context of business success. The topic aims at organized use of knowledge in the company management activities; the emphasis is put on key factors of knowledge management. The primary objective of said dissertation thesis has been the elaboration of methodology of incorporation of elements of knowledge management into the management activities within the framework of business concept in the Czech high-tech sector. Partial objectives have been determined in closed link. Definition of objectives of the dissertation and individual hypotheses has been based on secondary research. On the basis of primary research, combining both qualitative and quantitative methods, partial conclusions have been outlined. Results of a case study and small group discussion have been applied for questionnaire investigation, supported also by theoretical knowledge. Recommendation, resulting in the proposal of methodology, has been framed after the summarization of partial conclusions of the individual research approaches. Moreover, stress has been placed to a schematic visualization. Finally, presented dissertation at its end presents its contributions in the area of science and research, practice, pedagogy and methodology.

Submitted by ERIC DE PAULA (ericjrpaula@hotmail.com) on 2018-04-19T01:13:52Z No. of bitstreams: 1 Operacoes-DePaula-Dissertacao.pdf: 1140196 bytes, checksum: 2c8a68acfcfe202987ca23cae46daa02 (MD5) / Approved for entry into archive by Mayara Costa de Sousa (mayara.sousa@fgv.br) on 2018-04-20T19:13:38Z (GMT) No. of bitstreams: 1 Operacoes-DePaula-Dissertacao.pdf: 1140196 bytes, checksum: 2c8a68acfcfe202987ca23cae46daa02 (MD5) / Approved for entry into archive by Isabele Garcia (isabele.garcia@fgv.br) on 2018-04-20T19:29:47Z (GMT) No. of bitstreams: 1 Operacoes-DePaula-Dissertacao.pdf: 1140196 bytes, checksum: 2c8a68acfcfe202987ca23cae46daa02 (MD5) / Made available in DSpace on 2018-04-20T19:29:47Z (GMT). No. of bitstreams: 1 Operacoes-DePaula-Dissertacao.pdf: 1140196 bytes, checksum: 2c8a68acfcfe202987ca23cae46daa02 (MD5) Previous issue date: 2018-03-26 / Os projetos estão presentes nas organizações para ajudá-las a enfrentar os desafios de operar em mercados cada vez mais competitivos e são empregados para promover inovação, desenvolver novos produtos e serviços e melhorar a produtividade e processos organizacionais. O emprego dos escritórios de projetos (EP) como medida para resolver o histórico de projetos que não eram completados dentro dos requisitos, foi modificando ao longo do tempo e, atualmente, eles têm a responsabilidade de manter a propriedade intelectual relativa à gestão de projetos e ativamente sustentar o planejamento estratégico. A partir deste contexto, este trabalho foi conduzido com o objetivo explorar a atuação dos EP na gestão do conhecimento, buscando identificar os fatores que facilitam e que inibem o compartilhamento de conhecimento entre as equipes de projeto. Foram analisadas duas organizações que operam baseadas em projetos e atuam no fornecimento de equipamentos e serviços para geração, transmissão e distribuição de energia. Esta pesquisa, de natureza exploratória e descritiva, aponta resultados que indicam que a prática de realizar reuniões de lições aprendidas no encerramento dos projetos ainda persiste nas organizações, apesar de não ser uma medida eficaz. Os fatores individuais e o relacionamento interpessoal são importantes para o compartilhamento do conhecimento, mesmo quando o EP é bem estruturado e conta com processos e ferramentas adequados, o que aumenta a responsabilidade da alta gestão e dos líderes na criação de um ambiente favorável à partilha do conhecimento. / Projects are present in organizations to help them meet the challenges of operating in increasingly competitive markets and are employed to promote innovation, develop new products and services, and improve productivity and organizational processes. The use of project management offices (PMO) as a measure to resolve the history of projects that were not completed within the requirements has been modified over time and currently, they have a responsibility to maintain intellectual property related to project management and actively support strategic planning. From this context, this work was conducted with the objective of exploring the performance of PMO in knowledge management, in search of to identify the factors that facilitate and inhibit the sharing of knowledge among project teams. It were investigated two organizations that operate based on projects and act in the supply of equipment and services for generation, transmission and distribution of energy. This exploratory and descriptive research indicates results that the practice of holding meetings of lessons learned at project closure still persists in organizations, although it is not an effective measure. Individual factors and interpersonal relationships are important for knowledge sharing, even when the PMO is well structured and has adequate processes and tools, which increases the responsibility of top management and leaders in creating an environment conducive to sharing the knowledge.