Published Article / Knowledge is universally considered to be a public good and something that should be developed and supported. The information explosion and enabling technologies (such as the Internet and cellular technologies) of the past decade has firmly established the Age of Knowledge. Knowledge has normative value that extends far beyond a single discipline and the Age of Knowledge has resulted in a paradigm shift with regard to the way in which knowledge is generated, applied and stored. As the custodians of knowledge, universities should pay particular attention to the management of knowledge as they take the lead not only in generating new knowledge, but also in converting new and existing knowledge into innovative ideas, products and practices that benefit society at large. Knowledge should, for this reason, be strategically managed to be of value to universities. It is thus imperative that universities should ascertain the nature and extent of their knowledge resources and pay special attention to their Knowledge Management practices that include the way in which knowledge is acquired, disseminated and rewarded. Universities of Technology (UoTs), with their distinct emphasis on applied research, innovation and knowledge transfer, need to manage knowledge in such a way that it enhances the creation of solution-based technologies. This paper provides a theoretical basis for understanding Knowledge Management in a UoT context and reflects on the Knowledge Management practices of a UoT in the South African context.

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.

Knowledge management is considered a necessary precursor to organizational success. This view is increasingly prevalent in the case of the health care sector. Two main knowledge management strategies are recognized: codification and personalization strategies. An organizations choice of knowledge management strategy depends on its objectives and the dominant form of knowledge informing its decision-making processes.<p>Health care decision-makers have access to a wealth of knowledge with which to inform their decisions. Little is known, however, about how the various types of knowledge are managed to optimize their use in decision-making. This study examines the knowledge management strategies of health care decision-makers working in the context of a regionalized health care system. The potential of communities of practice as a conceptual means for understanding health care knowledge management is also explored.<p>Members of Regional health authorities (RHAs) in the province of Saskatchewan constitute the unit of analysis for the study, which is guided by a qualitative research design. Interviews were used as the main data collection technique. For data analysis, open and axial coding methods based on the inductive and deductive approaches were adopted.<p>The study concludes that regional health authority (RHA) members utilize more fully explicit rather than tacit forms of knowledge. One of the main knowledge management practices adopted by the RHA members is the use of professional reports. This indicates that RHA members pursue a codification strategy more strongly than a personalization strategy. Moreover, it was found that the practices and strategies associated with managing knowledge were in place, despite the absence of a stated knowledge management policy. Finally, RHAs cannot be regarded as communities of practice, even though they exhibit many of their features.<p>Recommendations include the following: (1) the need for RHAs to institutionalize a knowledge management policy to guide their knowledge management processes and strategies, and (2) the cultivation of online communities of practice to marshal the tacit knowledge of RHA members, and that of the public, as an intervention to complement the use of explicit knowledge.

Knowledge management is considered a necessary precursor to organizational success. This view is increasingly prevalent in the case of the health care sector. Two main knowledge management strategies are recognized: codification and personalization strategies. An organizations choice of knowledge management strategy depends on its objectives and the dominant form of knowledge informing its decision-making processes.<p>Health care decision-makers have access to a wealth of knowledge with which to inform their decisions. Little is known, however, about how the various types of knowledge are managed to optimize their use in decision-making. This study examines the knowledge management strategies of health care decision-makers working in the context of a regionalized health care system. The potential of communities of practice as a conceptual means for understanding health care knowledge management is also explored.<p>Members of Regional health authorities (RHAs) in the province of Saskatchewan constitute the unit of analysis for the study, which is guided by a qualitative research design. Interviews were used as the main data collection technique. For data analysis, open and axial coding methods based on the inductive and deductive approaches were adopted.<p>The study concludes that regional health authority (RHA) members utilize more fully explicit rather than tacit forms of knowledge. One of the main knowledge management practices adopted by the RHA members is the use of professional reports. This indicates that RHA members pursue a codification strategy more strongly than a personalization strategy. Moreover, it was found that the practices and strategies associated with managing knowledge were in place, despite the absence of a stated knowledge management policy. Finally, RHAs cannot be regarded as communities of practice, even though they exhibit many of their features.<p>Recommendations include the following: (1) the need for RHAs to institutionalize a knowledge management policy to guide their knowledge management processes and strategies, and (2) the cultivation of online communities of practice to marshal the tacit knowledge of RHA members, and that of the public, as an intervention to complement the use of explicit knowledge.

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.

Made available in DSpace on 2015-05-08T14:53:43Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2734760 bytes, checksum: aca5f387b132e2409d0518a5d55a49cf (MD5) Previous issue date: 2010-08-16 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / Although this work does not have the pretension of trying to justify the applicability of the knowledge management, nor show whether or not it is possible to manage the knowledge of people, it aims to examine the practices of KM in a company's footwear sector of Paraiba. To achieve this goal, we carried out a study on specific literature, during which it was performed a literature search addressing the historical evolution until we get the "Knowledge Age". Then there was the presentation of some models of knowledge organization, soon after, showed the main concepts related to knowledge management and, finally, the best known models on the subject. Regarding to methodology, the research could be classified as descriptive and exploratory, and quantitative and qualitative nature of the treatment given to the data. The case study was chosen as a technical procedure to compare theory and reality, and the questionnaire, the research instrument used to collect data from employees holding positions in management, representatives of the people selected. The results revealed that the organization has studied knowledge management practices consistent with the organizational model of knowledge proposed by Angeloni (1999) also takes actions consistent with the procedures contained in knowledge management model of Probst, Raub e Romhardt (2002). Through the model of knowledge organization chosen, it is noted that the dimensions of organizational infrastructure, people and technology are well understood and encouraged, revealing an environment conducive to developing a knowledge organization. Likewise, for the model of knowledge management actions chosen were found in these processes mainly aimed at optimizing the existing knowledge in the organization. Importantly, the eight processes of knowledge management in this model, only two had two practices receiving the greatest attention of the six analyzed. Finally, this research suggests the establishment of a comparative study between the unit and sector peers. / Embora este trabalho não tenha a pretenção de tentar justificar a aplicabilidade da gestão do conhecimento, nem tampouco demonstrar se é possível ou não gerir o conhecimento das pessoas, tem como objetivo analisar as práticas de GC em uma empresa do setor calçadista da Paraíba. Para alcançar este objetivo, procedeu-se a um estudo na literatura específica, oportunidade em que foi realizada uma pesquisa bibliográfica abordando uma breve evolução histórica até chegarmos a Era do Conhecimento . Em seguida, houve a apresentação de alguns modelos de organização do conhecimento, logo após, apontaram-se os principais conceitos relacionados à gestão do conhecimento e, por último, os modelos mais conhecidos sobre o tema. No tocante à metodologia, a pesquisa pôde ser classificada como descritiva e exploratória, sendo quanti-qualitativa a natureza do tratamento dispensada aos dados. O estudo de caso foi escolhido como procedimento técnico para confrontar teoria e realidade, sendo o questionário, o instrumento de pesquisa utilizado para coleta de dados junto aos funcionários detentores de cargos de direção, representantes da população selecionada. Os resultados revelaram que a organização estudada exerce práticas de gestão do conhecimento condizentes com o modelo de organização do conhecimento proposto por Angeloni (1999) como também adota ações coerentes com os processos de gestão do conhecimento contidos no modelo de Probst, Raub e Romhardt (2002). Através do modelo de organização do conhecimento escolhido, foi possível perceber que as dimensões infra-estrutura organizacional, pessoas e tecnologia são bem compreendidas e incentivadas, revelando uma conjuntura favorável ao desenvolvimento de uma organização do conhecimento. Da mesma forma, para o modelo de gestão do conhecimento escolhido foram encontradas ações presentes em processos fundamentalmente voltados a otimização do conhecimento existente na organização. É importante destacar que dos oito processos de gestão do conhecimento existentes neste modelo, apenas dois tiveram duas práticas merecedoras de maior atenção das seis analisadas. Por fim, esta pesquisa sugere a elaboração de um comparativo entre a unidade estudada e outras do mesmo setor.

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.

No description available.

This study aims to identify the quality of knowledge management practices and success factors of non-governmental organisations in Malawi, and their influence on the knowledge management process. A questionnaire-based survey is used to establish the knowledge management practices being implemented and the extent to which they are being followed through on. A statistical-based analysis enabled the researcher to determine the influence of these practices on knowledge management processes. Results suggest an unbalanced pursuit of knowledge management practices in Malawian non-governmental organisations, which are oriented towards the knowledge generation process but fall short in knowledge application activities. This study contributes to strategy formulation and decision making in respect of adopting and investing in knowledge management initiatives in the non-profit sector. More importantly, it joins the debate on identification of appropriate practices which effectively address organisational needs. Data is limited to non-governmental organisations in Malawi; therefore, findings may be tied to a specific geographical location / School of Computing / M.Sc. (Computing)

Submitted by Rosivalda Pereira (mrs.pereira@ufma.br) on 2017-07-21T17:49:26Z No. of bitstreams: 1 BeatrizFerreira.pdf: 5455198 bytes, checksum: 5e03f99a88281d399dec6056ae4333e3 (MD5) / Made available in DSpace on 2017-07-21T17:49:26Z (GMT). No. of bitstreams: 1 BeatrizFerreira.pdf: 5455198 bytes, checksum: 5e03f99a88281d399dec6056ae4333e3 (MD5) Previous issue date: 2017-05-18 / Corporate environmental issues are influenced by the rapidly changing business environment, so in that scenario, companies react to those pressures differently. Among the classification system that has been proposed by literature, a strategic environmental management system is the most advantageous for the organization considering that it assists in responding to environmental challenges and can provide sustainable strategic advantages. The Environmental Department positioning is crucial on influencing the strategic environmental management within the company. Therefore, this study sought to evaluate if Environmental Departments of companies are developing environmental management in a strategic approach. For this purpose, a data collection instrument was developed, called Environmental Radar, which seeks to analyze if the Dynamic Capabilities are being developed throughout the investigation of knowledge management practices that support this process. The model was based on existing evaluation methodologies, adapted to the environmental management reality and it is organized according to the four growth challenges: (i) Recognizing Opportunities, (ii) Capturing Opportunities, (iii) Implementing Opportunities and (iv) Managing Growth. The Environmental Radar was applied in four companies and, therefore, it was possible to identify which practices are executed systematically, which occur in an isolated way and also those that are not performed by the participants. In addition, some practices not suggested initially by the Environmental Radar, but that complemented its objectives, has been detected, “Recognizing Opportunities” has revealed to be the challenge that concentrated the most practices performed systematically by the companies studied and “Implementing Opportunities” was the one with lesser adherence. The practices chosen, that make up the Environmental Radar, also allowed to investigate the strategic environmental management approach, as a source of competitive advantage for the company, because it analyzes "what to do", being the "how to do" detailed by the organization. That is, it became possible to conduct investigations in a standardized manner, but respecting and identifying the individualities and particularities of each case. In this way, the tool has proved to be effective not only on evaluating the practices performed by the company, but also serving as a basis for its recognition of the importance of the behavior of the Environment Department that leads to strategic environmental management. / A questão ambiental nas empresas é influenciada pelo ambiente externo, dinâmico e turbulento, e as organizações, neste cenário, respondem às pressões de forma distinta. Das abordagens descritas pela literatura, a mais vantajosa para a organização é a gestão ambiental estratégica, pois auxilia na resposta aos desafios ambientais e pode proporcionar vantagens estratégicas sustentáveis. O posicionamento da Área de Meio Ambiente é determinante em influenciar a gestão ambiental sobre a orientação estratégica da empresa. Diante disso, o trabalho buscou avaliar se as Áreas de Meio Ambiente das empresas estão desenvolvendo uma gestão ambiental de forma estratégica. Para tanto, foi elaborado um instrumento de coleta de dados, denominado Radar Ambiental, que busca analisar se as Capacidades Dinâmicas estão sendo desenvolvidas por meio da investigação de práticas da gestão do conhecimento que suportam tal processo. O modelo foi embasado em metodologias de avaliação práticas existentes, adaptado à realidade da gestão ambiental e está organizado de acordo com os quatro desafios para o crescimento: (i) Reconhecer Oportunidades, (ii) Capturar Oportunidades, (iii) Implementar Oportunidades e (iv) Gerenciar o Crescimento. O Radar Ambiental foi aplicado em quatro empresas e, dessa forma, possibilitou identificar quais práticas são executadas sistematicamente, quais ocorrem de forma pontual e também aquelas que não são executadas pelas participantes. Além disso, viabilizou detectar algumas práticas não sugeridas inicialmente pelo Radar Ambiental, mas que complementam seus objetivos. O desafio que mais concentrou práticas executadas sistematicamente pelas empresas estudadas foi Reconhecer Oportunidades e o de menor aderência se revelou Implementar Oportunidades. A escolha das práticas que compõe o Radar Ambiental ainda permitiu investigar a gestão ambiental estratégica como fonte de vantagem competitiva para a empresa à medida que analisa “o que fazer”, sendo o detalhamento do “como fazer” a cargo da organização. Ou seja, tornou-se possível conduzir investigações de maneira padronizada nas unidades de análise, mas respeitando e identificando as individualidades e peculiaridades de cada caso. Dessa forma, a ferramenta se mostrou eficaz à medida que, além de avaliar as práticas executadas pela empresa, serve de base para que ela reconheça ainda mais a importância do comportamento da Área de Meio Ambiente que conduz à gestão ambiental estratégica.