Made available in DSpace on 2015-04-16T15:23:14Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2372063 bytes, checksum: 10db6dfa1844a69197c2b656669e441e (MD5) Previous issue date: 2011-04-27 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / Research conducted in the Graduate Program in Information Science of UFPB, around knowledge management (KM) adoption frameworks and micro and small enterprises (MSE). Portrays the characteristics of the MSE in the Brazilian economy context, emphasizing its place of prominence as responsible, according to SEBRAE (2011), for 67% of the occupations, 28% of gross revenues from the formal sector and 20% of Gross Domestic Product. The corpus consists of 60 employees from 10 MSE installed in the Technological Park of Sergipe (SergipeTec), incorporating managers, key professionals and members of the operating body. Through the techniques of questionnaires and observation, were identified the attributes of technology MSE, as well as characteristics of the adopted processes and the ones considered ideal for employees. Describes the adoption frameworks from Silva Júnior (2001), Thiel (2002), Rumizen (2002) and Von Kroch, Ichijo and Nonaka (2000), listing stages, steps and recommended actions for KM adoption in a company. It is analyzed, then, the adequacy of these frameworks to reality and concerns of employees of the MSE, assessing whether it is possible for a MSE to perform the steps listed without restriction, or if the actions would be unviable for some limitation of the model. It concludes, finally, that none of analyzed frameworks are fully adequate to the reality of the MSE, and even the model of Von Kroch, Ichijo and Nonaka (2000) approaching closely to the profile of these companies, still requires modifications to its implementation. This consists of evidence of neglect in relation to the MSE in the general creation process of frameworks. It is recommended, therefore, the creation of a model through further analysis of the activities from other adoption models to establish a new framework suitable to the limitations of MSE. / Pesquisa realizada no Programa de Pós-Graduação em Ciência da Informação da UFPB, em torno dos frameworks de adoção de gestão do conhecimento (GC) e micro e pequenas empresas (MPE). Retrata as características das MPE no âmbito da economia brasileira, enfatizando seu lugar de destaque como responsável, segundo o SEBRAE (2011), por 67% das ocupações, 28% da receita bruta do setor formal e 20% do Produto Interno Bruto. O corpus é composto por 60 colaboradores de 10 MPE instaladas no Parque Tecnológico de Sergipe (SERGIPETEC), incorporando gerentes, profissionais-chave e integrantes do corpo operacional. Mediante a técnica de questionário e de observação, identificam-se atributos das MPE de tecnologia, assim como características dos processos adotados e dos considerados ideais pelos colaboradores. Descrevem-se os modelos de adoção dos autores Silva Júnior (2001), Thiel (2002), Rumizen (2002) e Von Kroch, Ichijo e Nonaka (2000), listando fases, passos e ações indicadas para adoção de GC em uma empresa. Analisa-se, então, a adequação dos referidos modelos à realidade e aos anseios dos colaboradores das MPE, avaliando se é possível uma MPE realizar os passos citados sem restrição ou se as ações seriam inviáveis por alguma limitação do modelo. Infere-se, por fim, que nenhum dos modelos analisados é integralmente adequado à realidade das MPE, e mesmo o modelo de Von Kroch, Ichijo e Nonaka (2000) aproximando-se muito do perfil dessas empresas, ainda requer modificações para sua implementação. Isto consiste em indício do descaso em relação às MPE no processo de criação dos modelos em geral. Recomenda-se, portanto, a criação de um modelo mediante análise mais profunda das atividades de outros padrões de adoção para criação de um novo framework adequado às limitações da MPE.

The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.