O conhecimento é um fator determinante entre organizações capazes de sobreviverem de forma competitiva em um ambiente em constante mudança, entretanto, quanto mais especializado for o nicho de mercado que as organizações pretendem atuar, mais complexo, raro e difícil é possuir conhecimento sobre as novas tecnologias. No âmbito do Processo de Desenvolvimento de Produtos (PDP), é importante que organizações que decidem enfrentar em conjunto o desafio de inovar e criar novos produtos para o mercado consumidor tenham capacidade de realizar essa tarefa de forma racional e competitiva. Para atender esse objetivo, este trabalho apresenta uma revisão bibliográfica envolvendo: (i) a gestão do conhecimento, como foco nos processos de compartilhamento de conhecimento; (ii) modelos teóricos de desenvolvimento de novos produtos; e (iii) modelos de colaboração entre cliente e fornecedor em processos de desenvolvimento de produtos. Para validação dos resultados teóricos, foi realizado um estudo de caso, em uma empresa multinacional de manufatura, com o objetivo de esclarecer como ocorre o compartilhamento de conhecimento em projetos colaborativos Os resultados obtidos com essa pesquisa são: (i) a identificação das formas de compartilhamento durante um processo ordenado de desenvolvimento de produto em diversos tipos de colaboração entre cliente e fornecedor; (ii) identificação dos pontos de melhoria nos modelos de desenvolvimento de produtos visando à otimização dos processos de compartilhamento de conhecimento. Em termos práticos este trabalho mostra através de revisão de literatura e de estudo de caso que há diferentes níveis de compartilhamento de conhecimento em cada etapa do PDP, que são especialmente altos em projetos colaborativos, e também demonstra que cada tipo de colaboração entre empresa e fornecedor gera necessidades diferentes de compartilhamento de conhecimento, então este trabalho visa servir como ferramenta para profissionais que desejem aumentar seu entendimento sobre o processo de compartilhamento de conhecimento com os fornecedores visando obter melhores resultados no desenvolvimento de produtos. Do ponto de vista teórico, este trabalho apresenta uma forma não explorada de medir a intensidade do compartilhamento de conhecimento em cada etapa do PDP. / Knowledge is a determining factor among organizations capable of surviving in a competitive environment way in a constantly changing environment, however, as more specialized the niche market that organizations intend to be the more complex, rare and difficult it is to have knowledge about the new technologies. Within the Product Development Process (PDP) it is important that organizations who decide to jointly face the challenge of innovating and creating new products are able to perform this task in a rational and competitive manner. In order to meet this objective, this work presents a literature review involving: (i) knowledge management with focus on knowledge sharing processes; (ii) theoretical models of new product development and (iii) models of customer and supplier collaboration in product development processes. To validate the theoretical results a case study was conducted in a multinational manufacturing company aiming to clarify how knowledge sharing occurs in collaborative projects. The results obtained in this research are: (i) the identification of the forms of knowledge sharing during an orderly process of product development in several types of collaboration between client and supplier; (ii) Identification of improvement opportunities in product development models aiming the optimization of knowledge sharing processes In practical terms this work shows through a literature review and through case study that there is different levels of knowledge sharing in each phase of the PDP, that are specially high in collaborative, and also shows that each kind of cooperation between customer and supplier generates different needs of knowledge sharing, so this work seeks to serve as a tool for professionals who desire to increase their understanding over the process of knowledge sharing with suppliers aiming better results at the product development. From the theoretical point of view, this work presents an unexplored way of measuring the intensity of knowledge sharing in each stage of the PDP.

Knowledge sharing across domains is key to bringing down the cost of production and the time to market of products. This thesis is directed to improve the knowledge sharing capability of the present systems that use information and communication technologies. Systems for different domains have structures that are made up of concepts and relations with different semantic interpretations. Therefore, knowledge sharing across such domains becomes an issue. Knowledge sharing across multiple domains can be facilitated through a system that can provide a shared understanding across multiple domains. This requires a rigorous common semantic base underlying the domains across which to share knowledge.

abstract: Serious play—the notion of bringing the benefits of play to bear on work-related tasks—is receiving more attention as a remedy to many challenges of the modern knowledge economy. Exploring and defining the role of serious play approaches to facilitate collaborative problem-solving and value creation, this dissertation consists of four related research papers. The first research paper (RP1) reconciles three different conceptualizations of knowledge into a new theory of knowledge. This pluralistic definition allows knowledge to change character across the span of the value creation process. The paper further introduces a model called the Wheel of Knowledge (WoK) for mobilizing knowledge throughout the different knowledge conversions of the value creation process. The second research paper (RP2) advocates that serious play can scaffold and accelerate these knowledge conversion processes, it disaggregates existing serious play approaches, and starts to operationalize the WoK by using it to match different types of serious play approaches to different types of knowledge conversion challenges. The third research paper (RP3) validates the WoK by sorting the serious play literature according to how it applies to the different knowledge conversion processes. The paper provides a framework for ascertaining the applicability of serious play methods to specific knowledge conversion challenges and identifies under-explored research areas of the serious play field. The fourth research paper (RP4) tests the recommendations of RP3 by applying the LEGO® Serious Play® (LSP) method to a knowledge conversion challenge focused on tacit knowledge sharing. It reports on a mixed-methods, multi-session case study in which LSP was used to facilitate cross-disciplinary dialogue and deliberation about a wicked problem. Results show that LSP is particularly useful in the beginning of a value creation process and that it facilitates socialization and tacit knowledge sharing. Taken together the papers demonstrate the necessity, potential, and application of serious play as a catalyst for the knowledge conversion processes presented in the WoK. It is now clear that different serious play approaches are suitable as respectively: an accelerator for trust-building and collective creativity, as a conduit for iterative innovation, and as a way of making rote tasks more engaging. / Dissertation/Thesis / Doctoral Dissertation Design 2017

Problem: The number of MNCs in the world are expanding and there is an ever-growing interest in how knowledge is shared since it is said to improve the organization's competitive advantage. It is further argued in existing literature that leadership, and more specifically the leadership behaviors, play a role in how knowledge is shared within multinational corporations. However, few examples from the international setting exist, which led the authors of this thesis to further explore this area of research. Purpose: The purpose of this research paper is to explore what types of leadership behaviors influence knowledge sharing in a multinational corporation, and how these behaviors impact how leaders share knowledge. Methodology: In order to fulfill the purpose of this thesis and to properly answer the research question a qualitative approach was chosen. The empirical data was collected through a single case study of a Swedish MNC, Alpha, with subsidiaries abroad. The sample consisted of six participants who hold leadership positions within Alpha, and who continuously travel abroad to the subsidiaries in their work assignments. Findings: The authors of this thesis found evidence that leaders working in an international setting, such as an MNC, need to possess certain behaviors found in the description of both transactional and transformational leaders. However, the empirical data contribute to the current body of research by showing that these leaders also need to possess the behavior of cultural awareness, to have a deeper understanding of how the different cultures are represented within an organization.

Dissertation submitted in partial fulfilment of the requirements for the degree Master of Technology: Business Information Systems in the Faculty of Business and Management Sciences at the Cape Peninsula University of Technology / The aim of this study was to understand the factors that affect knowledge sharing among higher education academics. The main research objective was to identify factors to contribute to a framework to guide the implementation of knowledge sharing strategies for the higher education context. To achieve this objective, four research questions were explored in order to reveal factors affecting the formation, growth, stability and institutionalisation of knowledge sharing in a network of aligned interest. Knowledge sharing is not institutionalised in higher education in South Africa and therefore knowledge in higher education is not always captured nor systematically organised. This leads to a lack of retention of valuable institutional know-how, inefficient work processes and reinventing the wheel. The actor-network theory (ANT) underpinned the research to tease out factors influencing knowledge sharing. This was a qualitative study, employing an interpretive case study methodology. Interviews were conducted with eighteen academic staff members from a University of Technology (UoT) in South Africa. The population comprised all academic staff members from the selected UoT who are actively participating in teaching and learning activities. The population was limited to academics appointed at a level of junior lecturer, lecturer and senior lecturer and excluded Associate Professors and Professors. Semistructured interviews enabled the factors to be explored inductively. Social, process and technology factors continue to pervade knowledge sharing in the higher education context. Process factors receive significant focus before human and technology factors. The organisational culture and management support emerged as the most important human factors. The culture of the institution has determined its entrenched behaviour. Management are tasked to embody the leadership skills that are required for the gradual assimilation of the principles of knowledge sharing in the institution. Practical recommendations are made in light of these factors, and the general framework, for implementation by managers on an institutional, faculty and departmental level.

Este trabalho tem por objetivo analisar o processo de gestão, participação e compartilhamento de saberes no projeto de Cooperação Internacional Descentralizada (CID) Purefood (Urban, peri-urban and regional food dynamics: toward an integrated and territorial approach to food) a partir dos pressupostos da Gestão Social. O projeto em questão é financiado pela União Europeia, através do fundo Marie Curie, e desenvolvido por um consórcio de sete universidades, cinco europeias, uma de Uganda e uma brasileira, a Universidade Federal do Rio Grande do Sul, por meio do Programa de Pós-graduação em Desenvolvimento Rural (PGDR), objeto central da análise. Como pilares teóricos e epistemológicos, o estudo toma como pressuposto: (a) a existência de sistema-mundo (WALLERSTEIN, 2001) na dinâmica das relações e da cooperação internacional; (b) o entendimento da diversidade de modelos de desenvolvimento (MILANDO, 2005); (c) a pluralidade, compartilhamento e articulação dos saberes (SANTOS, 2004, 2009) e (d) a compreensão de que a Gestão Social (CARRION, 2009, 2012) pode oferecer alternativas ao modelo de gestão de projetos de Cooperação Internacional Descentralizada. A pesquisa se caracteriza como exploratória e qualitativa, optando, em função das características do objeto, por um estudo de caso único. Para a coleta de dados, se utilizaram fontes documentais (convocatória, relatórios, sites) e a realização de seis entrevistas semiestruturadas, com atores envolvidos no subprojeto brasileiro. Em seguida, se realizou análise de conteúdo nos dados colhidos. Como resultado, foi possível perceber que a gestão do projeto é centralizada, atendendo às regras da Comissão Europeia para o financiamento, diferente do que pressupõe um projeto de CID. Além disto, a participação dos agentes, apesar de se sugerir autônoma, se configura como uma participação instrumental, não estando eles, de fato, apropriados de todas as decisões sobre o projeto. Verificou-se, ainda, que o processo de compartilhamento e articulação dos saberes é limitado, uma vez que existe pouca interação entre os agentes, encontrando-se eles separados pela distância e com dificuldades de compartilhar os seus trabalhos. Foi possível perceber, sutilmente, a diferença de importância e papéis dos vários países participantes do projeto. Outra observação emergente foi a necessidade de se preparar as universidades para receber projetos desta natureza. No contexto da CID, este estudo contribui para a discussão da aproximação do campo da Gestão Social e da Cooperação Internacional e até que ponto os preceitos de um projeto de cooperação internacional, que visam ao ‘desenvolvimento’, estão alinhados a um olhar de gestão mais inclusivo e transformador. / This study has aimed to analyze the management process, participation and knowledge sharing in the Project Decentralized International Cooperation (CID) Purefood (Urban, peri-urban and regional food dynamics: toward na integrated and territorial approach to food) from the perspective of Social Management assumptions. The Project has been funding by the European Union through the Marie Curie fund, and it has been developing by a consortium of seven universities – five european, one from Uganda and one from Brazil, Federal University of Rio Grande do Sul, through the Post Graduation Program in Rural Development (PGDR), the central object of analysis. As theoretical and epistemological background, this study is based on: (a) the existence of a worldsystem (WALLERSTEIN, 2001) on the dynamics of international cooperation and relations; (b) the understanding of diversity of development models MILANDO, 2005); (c) the knowledge plurality, sharing and integration (SANTOS, 2004, 2009); and (d) the understanding that Social Management (CARRION, 2009, 2012) may offer alternatives to the model for projects management of Decentralized International Cooperation. This research is characterized as exploratory and qualitative, and choosing the single case study, according to the characteristics of the object. In the data collection were used documentary sources (notices, reports, websites) and six semi-structured interviews with key actors involved in the Brazilian subproject. Short after, it was performed the content analysis on the data collected. It is highlighted that the results show that the project management is centralized, according to the rules of the European Union for the funding, which implies a different design of CID. Besides, the actors participation, although it is suggested to be autonomous, it actually configures a instrumental participation, as they are not conscious of all the decisions taken about the project. It was also possible to verify that the sharing and integration processes are limited, because there is little integration between the actors, since they are separated by the distance and they find difficulties to share their work. Furthermore, it was noticeable, subtly, the difference in the importance and role of the various participating countries in the project. Another emerging observation was about the need to prepare the universities to house projects with similar nature to this. In the CID context, this study has contributed to the discussion of the approximation of the Social Management and International Cooperation fields, and to what extent the precepts of an international cooperation project, which aim the ‘development’, are aligned with a more inclusive and transforming management view.

O conhecimento é um fator determinante entre organizações capazes de sobreviverem de forma competitiva em um ambiente em constante mudança, entretanto, quanto mais especializado for o nicho de mercado que as organizações pretendem atuar, mais complexo, raro e difícil é possuir conhecimento sobre as novas tecnologias. No âmbito do Processo de Desenvolvimento de Produtos (PDP), é importante que organizações que decidem enfrentar em conjunto o desafio de inovar e criar novos produtos para o mercado consumidor tenham capacidade de realizar essa tarefa de forma racional e competitiva. Para atender esse objetivo, este trabalho apresenta uma revisão bibliográfica envolvendo: (i) a gestão do conhecimento, como foco nos processos de compartilhamento de conhecimento; (ii) modelos teóricos de desenvolvimento de novos produtos; e (iii) modelos de colaboração entre cliente e fornecedor em processos de desenvolvimento de produtos. Para validação dos resultados teóricos, foi realizado um estudo de caso, em uma empresa multinacional de manufatura, com o objetivo de esclarecer como ocorre o compartilhamento de conhecimento em projetos colaborativos Os resultados obtidos com essa pesquisa são: (i) a identificação das formas de compartilhamento durante um processo ordenado de desenvolvimento de produto em diversos tipos de colaboração entre cliente e fornecedor; (ii) identificação dos pontos de melhoria nos modelos de desenvolvimento de produtos visando à otimização dos processos de compartilhamento de conhecimento. Em termos práticos este trabalho mostra através de revisão de literatura e de estudo de caso que há diferentes níveis de compartilhamento de conhecimento em cada etapa do PDP, que são especialmente altos em projetos colaborativos, e também demonstra que cada tipo de colaboração entre empresa e fornecedor gera necessidades diferentes de compartilhamento de conhecimento, então este trabalho visa servir como ferramenta para profissionais que desejem aumentar seu entendimento sobre o processo de compartilhamento de conhecimento com os fornecedores visando obter melhores resultados no desenvolvimento de produtos. Do ponto de vista teórico, este trabalho apresenta uma forma não explorada de medir a intensidade do compartilhamento de conhecimento em cada etapa do PDP. / Knowledge is a determining factor among organizations capable of surviving in a competitive environment way in a constantly changing environment, however, as more specialized the niche market that organizations intend to be the more complex, rare and difficult it is to have knowledge about the new technologies. Within the Product Development Process (PDP) it is important that organizations who decide to jointly face the challenge of innovating and creating new products are able to perform this task in a rational and competitive manner. In order to meet this objective, this work presents a literature review involving: (i) knowledge management with focus on knowledge sharing processes; (ii) theoretical models of new product development and (iii) models of customer and supplier collaboration in product development processes. To validate the theoretical results a case study was conducted in a multinational manufacturing company aiming to clarify how knowledge sharing occurs in collaborative projects. The results obtained in this research are: (i) the identification of the forms of knowledge sharing during an orderly process of product development in several types of collaboration between client and supplier; (ii) Identification of improvement opportunities in product development models aiming the optimization of knowledge sharing processes In practical terms this work shows through a literature review and through case study that there is different levels of knowledge sharing in each phase of the PDP, that are specially high in collaborative, and also shows that each kind of cooperation between customer and supplier generates different needs of knowledge sharing, so this work seeks to serve as a tool for professionals who desire to increase their understanding over the process of knowledge sharing with suppliers aiming better results at the product development. From the theoretical point of view, this work presents an unexplored way of measuring the intensity of knowledge sharing in each stage of the PDP.

Digitalization has affected organizations and many work activities have changed as a result, there including how members of organizations share knowledge between each other. Knowledge is one of the most important resource in an organization whereof digital knowledge more easily can be accessed, utilized and spread to members of the organization. It is important to take charge of the knowledge already existing within the organization and share it between members of the organization as it can result in competitive advantages. The purpose of the study has been to develop an understanding of how knowledge sharing within organizations is affected by digitalization. To achieve the purpose of the study, a qualitative method was used and interviews were carried out with respondents in higher positions of a selected organization, within the construction industry. The conclusion indicates that digitalization has made knowledge more effective to share. Since knowledge is available in digital form it has contributed to better accessibility, where several members of the organization can utilize the knowledge at the same time. In addition, the knowledge can be shared more quickly and across geographical distances, which has led to that knowledge can be shared less costly and more time efficiently. / Digitaliseringen har påverkat organisationer där många arbetsaktiviteter ändrats som följd, där inkluderat hur organisationsmedlemmar delar kunskap mellan varandra. Kunskap är bland den viktigaste resursen i en organisation varav digital kunskap mer lättillgängligt kan nås, nyttjas och spridas till organisationens medlemmar. Det är viktigt att tillvarata på den kunskapen som redan finns inom organisationen och dela den mellan organisationens medlemmar då det kan ge upphov till konkurrensfördelar. Syftet med studien har varit att utveckla en förståelse för hur kunskapsdelning inom organisationer påverkas av digitaliseringen. För att uppnå syftet gjordes en kvalitativ undersökning och intervjuer genomfördes med respondenter som har en högre befattning, på en utvald organisation inom byggbranschen. Slutsatsen indikerar att digitaliseringen effektiviserat organisationens kunskapsdelning. Att kunskap återfinns digitalt har bidragit till bättre tillgänglighet där flera av organisationens medlemmar kan ta del av kunskapen samtidigt. Kunskapen kan dessutom delas snabbare och över geografiska avstånd vilket resulterat i att kunskap mindre kostsamt och mer tidseffektivt kan delas.

Este trabalho tem por objetivo analisar o processo de gestão, participação e compartilhamento de saberes no projeto de Cooperação Internacional Descentralizada (CID) Purefood (Urban, peri-urban and regional food dynamics: toward an integrated and territorial approach to food) a partir dos pressupostos da Gestão Social. O projeto em questão é financiado pela União Europeia, através do fundo Marie Curie, e desenvolvido por um consórcio de sete universidades, cinco europeias, uma de Uganda e uma brasileira, a Universidade Federal do Rio Grande do Sul, por meio do Programa de Pós-graduação em Desenvolvimento Rural (PGDR), objeto central da análise. Como pilares teóricos e epistemológicos, o estudo toma como pressuposto: (a) a existência de sistema-mundo (WALLERSTEIN, 2001) na dinâmica das relações e da cooperação internacional; (b) o entendimento da diversidade de modelos de desenvolvimento (MILANDO, 2005); (c) a pluralidade, compartilhamento e articulação dos saberes (SANTOS, 2004, 2009) e (d) a compreensão de que a Gestão Social (CARRION, 2009, 2012) pode oferecer alternativas ao modelo de gestão de projetos de Cooperação Internacional Descentralizada. A pesquisa se caracteriza como exploratória e qualitativa, optando, em função das características do objeto, por um estudo de caso único. Para a coleta de dados, se utilizaram fontes documentais (convocatória, relatórios, sites) e a realização de seis entrevistas semiestruturadas, com atores envolvidos no subprojeto brasileiro. Em seguida, se realizou análise de conteúdo nos dados colhidos. Como resultado, foi possível perceber que a gestão do projeto é centralizada, atendendo às regras da Comissão Europeia para o financiamento, diferente do que pressupõe um projeto de CID. Além disto, a participação dos agentes, apesar de se sugerir autônoma, se configura como uma participação instrumental, não estando eles, de fato, apropriados de todas as decisões sobre o projeto. Verificou-se, ainda, que o processo de compartilhamento e articulação dos saberes é limitado, uma vez que existe pouca interação entre os agentes, encontrando-se eles separados pela distância e com dificuldades de compartilhar os seus trabalhos. Foi possível perceber, sutilmente, a diferença de importância e papéis dos vários países participantes do projeto. Outra observação emergente foi a necessidade de se preparar as universidades para receber projetos desta natureza. No contexto da CID, este estudo contribui para a discussão da aproximação do campo da Gestão Social e da Cooperação Internacional e até que ponto os preceitos de um projeto de cooperação internacional, que visam ao ‘desenvolvimento’, estão alinhados a um olhar de gestão mais inclusivo e transformador. / This study has aimed to analyze the management process, participation and knowledge sharing in the Project Decentralized International Cooperation (CID) Purefood (Urban, peri-urban and regional food dynamics: toward na integrated and territorial approach to food) from the perspective of Social Management assumptions. The Project has been funding by the European Union through the Marie Curie fund, and it has been developing by a consortium of seven universities – five european, one from Uganda and one from Brazil, Federal University of Rio Grande do Sul, through the Post Graduation Program in Rural Development (PGDR), the central object of analysis. As theoretical and epistemological background, this study is based on: (a) the existence of a worldsystem (WALLERSTEIN, 2001) on the dynamics of international cooperation and relations; (b) the understanding of diversity of development models MILANDO, 2005); (c) the knowledge plurality, sharing and integration (SANTOS, 2004, 2009); and (d) the understanding that Social Management (CARRION, 2009, 2012) may offer alternatives to the model for projects management of Decentralized International Cooperation. This research is characterized as exploratory and qualitative, and choosing the single case study, according to the characteristics of the object. In the data collection were used documentary sources (notices, reports, websites) and six semi-structured interviews with key actors involved in the Brazilian subproject. Short after, it was performed the content analysis on the data collected. It is highlighted that the results show that the project management is centralized, according to the rules of the European Union for the funding, which implies a different design of CID. Besides, the actors participation, although it is suggested to be autonomous, it actually configures a instrumental participation, as they are not conscious of all the decisions taken about the project. It was also possible to verify that the sharing and integration processes are limited, because there is little integration between the actors, since they are separated by the distance and they find difficulties to share their work. Furthermore, it was noticeable, subtly, the difference in the importance and role of the various participating countries in the project. Another emerging observation was about the need to prepare the universities to house projects with similar nature to this. In the CID context, this study has contributed to the discussion of the approximation of the Social Management and International Cooperation fields, and to what extent the precepts of an international cooperation project, which aim the ‘development’, are aligned with a more inclusive and transforming management view.

Knowledge management (KM) is essential for success in Global Soft- ware Development (GSD); Distributed Software Development (DSD); or Global Software Engineering (GSE). Software organizations are managing knowledge in innovative ways to increase productivity. One of the major objectives of KM is to improve productivity through effective knowledge sharing and transfer. Therefore, to maintain effective knowledge sharing in distributed agile projects, practitioners need to adopt different types of knowledge sharing techniques and strategies. Distributed projects introduce new challenges to KM. So, practices that are used in agile teams become difficult to put into action in distributed development. Though, informal communication is the key enabler for knowledge sharing, when an agile project is distributed, informal communication and knowledge sharing are challenged by the low communication bandwidth between distributed team members, as well as by social and cultural distance. In the work presented in this thesis, we have made an overview of empirical studies of knowledge management in distributed agile projects. Based on the main theme of this study, we have categorized and reported our findings on major concepts that need empirical investigation. We have classified the main research theme in this thesis within two sub-themes: • RT1: Knowledge sharing activities in distributed agile projects. • RT2: Spatial knowledge sharing in a distributed agile project. The main contributions are: • C1: Empirical observations regarding knowledge sharing activities in distributed agile projects. • C2: Empirical observations regarding spatial knowledge sharing in a distributed agile project. • C3: Process improvement scope and guidelines for the studied project. / +46 760 49 24 84