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Submitted by Marcia Bacha (marcia.bacha@fgv.br) on 2012-01-18T12:07:34Z No. of bitstreams: 1 1422899.pdf: 6013420 bytes, checksum: 7ea9c672c6f974f1fbdb3e219805b20a (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2012-01-18T12:07:43Z (GMT) No. of bitstreams: 1 1422899.pdf: 6013420 bytes, checksum: 7ea9c672c6f974f1fbdb3e219805b20a (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2012-01-18T12:07:51Z (GMT) No. of bitstreams: 1 1422899.pdf: 6013420 bytes, checksum: 7ea9c672c6f974f1fbdb3e219805b20a (MD5) / Made available in DSpace on 2012-01-18T12:07:57Z (GMT). No. of bitstreams: 1 1422899.pdf: 6013420 bytes, checksum: 7ea9c672c6f974f1fbdb3e219805b20a (MD5) Previous issue date: 2011 / A Gestão do Conhecimento vem adquirindo uma importância notória dentro das organizações, tanto públicas quanto privadas. Suas características e aplicações permeiam as discussões acadêmicas e atingem, de forma reflexiva e inovadora, as práticas de trabalho. Seu foco está na elaboração de processos sistemáticos de captura, organização e armazenamento, análise e compartilhamento do conhecimento organizacional (individual e coletivo) voltados à criação de novos conhecimentos, novos produtos, ou novos processos de trabalho. Pretende-se com este estudo levantar os desafios à implantação de um modelo de Gestão do Conhecimento na Agência Nacional de Saúde Suplementar (ANS), tendo como base o discurso dos principais responsáveis por criar estratégias neste sentido e por conceder os instrumentos necessários à sua implementação. Com fundamento na literatura científica sobre o tema, faz-se uma revisão conceitual de conhecimento e de Gestão do Conhecimento, buscando explicitar suas dimensões que passam pela transversalidade do conhecimento, pela aprendizagem individual e organizacional, pelo compartilhamento do conhecimento e pelos sistemas de informação. Como metodologia, optou-se por realizar uma pesquisa qualitativa do tipo explicativa, desenvolvida por meio de estudo de caso, de forma a aprofundar o entendimento da realidade investigada. Os resultados das entrevistas e da análise documental possibilitaram verificar que a ANS tem adotado algumas práticas isoladas associadas à Gestão do Conhecimento. Constatou-se, no discurso, que existe uma predisposição dos gestores de conseguir maior efetividade em suas ações relativas ao compartilhamento do conhecimento e à implantação de um modelo de Gestão do Conhecimento na ANS. A pesquisa, contudo, revelou uma desarticulação institucional ocasionada por cultura hierarquizada e fragmentada, que se mostra profundamente desfavorável à um ambiente de criação e compartilhamento do conhecimento. / Knowledge Management has acquired a remarkable importance within organizations, both public and priva te. Its features and applications permeate academic discussions achieving work practices, in a reflective and innovative way. Its focus is on developing systematic processes for capturing, organizing and storing, analyzing and sharing organizational knowledge (individual and collective) towards creation of new knowledge, new products or new work processes. The aim of this study was to raise the challenges to implement a model of Knowledge Management in the National Health Agency (ANS), based on the speech of the leaders for creating strategies to provide the necessary tools for its implementation. Based on scientific literature on the subject, it has presented a conceptual review of knowIedge and Knowledge Management, seeking to expIain their dimensions which cross over the knowledge, the individual and the organizational learning, the knowIedge sharing and the information systems. The methodology chosen conducts a qualitative and explanatory research, developed through a case study, in order to deeply understand the investigated reality. The results of the interviews and documentary analysis allowed verify that the ANS has adopted some isolated practices associated with Knowledge Management. On the managers' speech, it was noticed that there is a willingness to achieve greater effectiveness in their actions relating to the knowledge sharing and a Knowledge Management's model impIementation in the ANS. The research, however, revealed a gap caused by an hierarchical and fragmented institutional culture, which shows a highly unfavorable environment for creating and sharing knowledge.

Knowledge Management aims to improve organisational performance and it marks the beginning of organisational transformation. The two types of knowledge managed are respectively categorised “tacit” and “explicit.” This research investigated the effectiveness of Knowledge Management for organisational transformation in Namibia. It was necessitated by the lack of knowledge sharing among employees and also lack of appropriate tools for effective Knowledge Management. Moreover, some organisations engage in Knowledge Management practices without a full understanding of the processes involved. This was determined by a through literature review which indicated that there were very few studies conducted on Knowledge Management in Namibia as shown on Table 1.1 on page 6. The study therefore provided a nuanced understanding of Knowledge Management. The study additionally established that the use of appropriate tools and technologies to better manage the knowledge ultimately improves organisational performance. The research objectives sought to explore the initiatives deployed to enable knowledge sharing, identify barriers to effective Knowledge Management, analyse the role of social media for knowledge sharing and also measure the effectiveness of the knowledge transfer activities. A mixed method research methodology was used to conduct this investigation. Participants were selected through purposive sampling. Out of 130 questionnaires distributed, 112 were fully completed and returned. This represented an 86.1% response rate. The results of the study revealed that organisational transformation is dependent on effective Knowledge Management. In addition to that, the study found that there is a correlation of 0.6 between Information Technology and Knowledge Management. The study further revealed that initiatives to enable knowledge sharing start with executive support and the employees should be motivated to share knowledge. More so, it was also found that lack of funds for Knowledge Management projects is the greatest barrier in organisations. Effective Knowledge Management is facilitated by social media. Finally, it was found that the most effective knowledge transfer activity is a collaborative virtual workspace followed by Communities of Practice. / School of Computing / M.Sc. (Computing)

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.

D´après sa déjà longue carrière professionnelle, l´auteur s´interrogea sur le sens du management de la connaissance dans les entreprises de services informatiques où on avait traditionnellement tendance à appréhender les connaissances plutôt comme des objets au lieu de les penser en termes de processus. Au travers de trois expériences successives de recherche-intervention – à la tête d´une software house, orientant un éditeur de logiciel ou dirigeant un centre de services partagés – l´auteur a démontré qu´en privilégiant le knowing sur le knowledge, ainsi que son articulation avec les processus stratégiques et organisationnels, il est possible de donner un contenu au KBV (Knowledge-Based View) dans le secteur des sociétés de services informatiques.En effet, la première de ces expériences montrait qu´en articulant la stratégie et les processus organisationnels d´Eurociber de façon adéquate le partage de la connaissance contribuait pour un vrai contenu du KBV tandis que lors de la deuxième expérience - chez I2S - ce contenu se concrétisait par la coproduction en étroite interaction avec les clients. Finalement, au CA Serviços on a reconnu l´importance de la création de connaissance comme un outil pour le changement stratégique étant donné le besoin fondamental de générer des connaissances sur les interfaces requises par le développement d´une nouvelle vision partagée. / Based on his already long professional career the author asked himself what knowledge management would mean for the knowledge-intensive business services firms where there was a traditional tendency to view knowledge as an object instead of a process of knowing.Through three successive experiments of intervention-research – managing a software house, leading a supplier of packaged software or running a shared services centre – the author has proved that privileging the knowing over the knowledge and ensuring a correct articulation with the strategic and organizational processes it is possible that the KBV (Knowledge-Based View) will make sense in the knowledge-intensive business services sector.In fact, during the first experiment it was shown that articulating appropriately the strategy and the operational processes of Eurociber the KBV made sense through knowledge sharing while during the second experiment at I2S that was achieved through the coproduction in close interaction with the customers. Finally, at CA Serviços it was recognized the importance of knowledge creation as a tool for strategic management assuming the fundamental need to generate knowledge about the interfaces required by the development of a new shared vision.

La mondialisation, l'adaptation au besoin du consommateur, le lancement de nouveaux produits présentent des défis permanents et rendent l'innovation un axe stratégique pour réussir sur le marché. Ces exigences ont crée une demande croissante pour repenser le processus d'innovation et plus particulièrement la gestion des projets innovants à travers la mise en place de plateformes d'innovation. Cela revient à créer des équipes dédiées à l'innovation et dont les membres impliqués et disposant de connaissances transversales sont capables de les partager pour innover. Ce travail doctoral cherche à examiner et identifier le rôle du partage des connaissances entre les membres de plateformes d'innovation dans l'élaboration d'un processus d'innovation et répond par conséquentà la problématique : Comment le partage des connaissances au sein des plateformes d'innovation favorise t-il l'émergence des innovations ? En examinant le phénomène du partage des connaissances sous l'angle d'une articulation entre management de l'innovation et management des connaissances, cette recherche se base sur l'approche par les connaissances de la firme, où les pratiques cognitives et sociales jouent un rôle important pour l'innovation. A travers une recherche qualitative, trois études de cas ont été menées au sein des trois plateformes d'innovation d'un groupe leader du secteur agroalimentaire en Tunisie. Nous avons pu identifier les dispositifs organisationnels qui influencent les interactions entre les membres impliqués au sein des plateformes d'innovation. L'examen approfondi des pratiques de chacune des plateformes d'innovation étudiée nous a permis d'observer les phénomènes suivants.Bien que la mise en place des plateformes d'innovation s'inscrive dans une stratégie managériale centrée sur l'innovation et fait référence à un modèle de base, les pratiques de chaque plateforme d'innovation est spécifique. Au-delà du caractère transversal de leur structure, les plateformes d'innovation apparaissent comme une formule relativement souple que chaque entreprise du groupe s'approprie et adapte à son contexte et ses contraintes. Dans les trois cas étudiés, le partage des connaissances s'appréhende comme une approche organisationnelle et technologique ayant pour but la mise en commun et l'intégration des connaissances entre les membres d'une plateforme d'innovation pour innover. L'intérêt de cette approche n'est pas basé sur la connaissance en soi mais sur « Qui » la détient et « Comment » la partage au sein de la plateforme d'innovation. Finalement, deux éléments ont permis de mieux appréhender le partage des connaissances : le management stratégique et la culture d'entreprise. Les enseignements que l'on tire de l'étude de ces plateformes d'innovation étudiées, c'est quand il y a action délibérée pour instaurer une démarche d'innovation fondée sur le partage des connaissances, cette action devient une épisode critique de la vie de l'organisation dans la mesure où elle remet en jeu l'équilibre des pouvoirs, suscite l'enthousiasme de certains acteurs et la méfiance d'autres. Cette thèse, avec les trois plateformes d'innovation étudiées, ne touche pas qu'au niveau culturel des pratiques de partage des connaissances, mais touche aussi au niveau identitaire. La thèse défendue est la suivante : le partage des connaissances entre les membres des plateformes d'innovation impacte l'émergence des innovations au sein des entreprises étudiées. En termes de contribution managériale, nous considérons que le partage des connaissances au sein des plateformes d'innovation est un levier d'action stratégique pour les démarches d'innovation. / The globalization, the adaptation to the consumer needs, the creation of new products represent permanent challenges to promote the market demand and make the innovation a strategic axis to approach. These requirements have enhanced an increasing necessity to rethink about the process of innovation and more particularly the management of the innovative projects through the implementation of innovation platforms. Team work is dedicated to the innovation where the involved members have transverse knowledge and are capable of sharing them to innovate.This doctoral approach tries to examine and to identify the role of the sharing knowledge between the members of innovation platforms in the elaboration of aninnovation process. It deals withthe following problematic: howthe sharing knowledgewithin the innovation platforms favour the emergence of innovations ? By examining the phenomenon of the knowledge sharing taking into consideration an articulation between innovation management and knowledge management,this research digs deep into the Knowledge-based View of the firm, where the cognitive and social practices play an important role for the innovation. Through a qualitative research, three case studies were led within three innovation platforms of a leader group for food industry sector in Tunisia. We were able to identify the organizational devices which influence the interactions between the members involved within the innovation platforms. The deep examination of the practices of each innovation platform allowed us to observe the following phenomena: although the implementation of the innovation platformsis linked to the managerial strategy based on innovation and makes a reference toa basic model, the practices of every platform of innovation is specific. Beyond the transverse quality of their structure, the innovation platforms appear as a relatively flexible formula that every enterprise of the groupcan appropriate and adapt it to its context and its constraints. In the three case studies, the knowledge sharing appears as an organizational and technological approach aiming at sharing and integrating the knowledge between the members of an innovation platform to innovate. The interest of this approach is not based on the knowledge in itself but on "Who" detains it and "How" it is shared within the innovation platform. Finally, two elements allowed to a better understandingof the knowledge sharing: the strategic management and the corporate culture. Our study on the innovation platforms shows that when there is a deliberate action to establish an initiativeof innovation based on the knowledge sharing, this action becomes crucialto the life of the organization as far as it can question its balance of power, arouses the enthusiasm of certain actors and the distrust of others. This thesis, with its three case studiesof innovation platforms, does not only ponder on the cultural level concerning the practices of knowledge sharing but also tacklesthe identity level. The praxis is the following one: the knowledge sharing between the members of the innovation platforms enhances the emergence of the innovations within the companies under study. In terms of the managerial contribution, we consider that the knowledge sharing within the innovation platforms represents anevolving strategic action for the innovation initiatives.

Context. Tacit knowledge preservation (TKP) is a critical activity in outsourcing business since there is a high possibility of losing business if the personnel turnover rate is high. Objective: This study investigates TKP techniques from both knowledge management (KM) and software engineer (SE) perspectives followed by a discussion on the practicability of these techniques in software industries. The main aim of this research study is to provide a set of recommendations that assists preserving tacit knowledge in offshore outsourcing vendor organizations. Methods: This research combines a systematic literature review with an industrial survey. A systematic literature review (SLR) was employed to identify the TKP techniques in both KM and SE literature. Quasi-gold standard approach was employed as search strategy in SLR. Further, a survey was conducted with industrial practitioners working in offshore outsourcing software development (OOSD) to validate the findings from SLR and to know the additional TKP techniques. Results: A total of 51 TKP techniques were extracted from SLR and no additional techniques were identified from the survey. These 51 techniques were grouped and categorized into two subgroups namely Socialization and Externalization. A recommendation system and model was proposed to make the TKP process mandatory for every software project in an organization. Conclusions: The research provided a wide set of techniques for preserving tacit knowledge but the major contribution is from KM field whereas a little from SE field. The results of SLR and industrial survey revealed that though a sufficient amount of TKP techniques are available the practicability of these techniques in SE organizations is limited in nature. Therefore, we recommend a Software Engineers Rating (SER) system and model to make the TKP process mandatory in every software project that benefits the organization and also to an employee.

當管理策略的發展開始從既有的「純競爭策略」，逐漸轉變為一種陰陽相依、競合相倚的觀念時，這種「陰」與「陽」同時存在或交替出現的「競合策略」便成為管理學者爭相研究的焦點。然而，即使有關於競合的理論與研究不勝枚舉，但是能以知識為探討的立足點，來瞭解廠商間創新研發競合關係的研究並不多見。再者，過去有關區域創新或是產業聚落的研究，多半強調合作創新，顯少討論區域內的競爭。進一步而言，對於區域內廠商在創新研發方面同時「競合並存」的研究，特別是針對「競爭導向的合作」與「合作導向的競爭」兩種創新競合的情境下，廠商間的知識分享與知識保護的情形，更是付之闕如。因此，本研究的目的，即在回應這些文獻缺口，對於廠商在不同的創新研發「競合關係」情境下，其知識互動的實際作為，做一深入的探究。 本研究在研究方法上採用多重個案研究方法，以全球最著名的區域創新系統之一台灣中部地區的工具機群聚為主要的研究場域。在研究的過程中，以兩階段的深度訪談，針對中部地區的工具機暨零組件產業之競合關係進行瞭解，並找出兩個特殊的創新研發競合案例。進一步地，針對此兩案例中廠商的創新研發「競合關係」與知識互動的實際作為，做深入的比較與分析。 本研究經歸納彙整研究命題後，進一步得到以下結論： 一、第三方單位在區域內廠商之創新研發競合關係與知識互動中扮演重要的角色，包括中介協調、主動催生與管理計畫、技術移轉與檢測驗證等。 二、廠商在不同的「競合關係」情境下，會因營運範疇相似度的不同，而有不同的知識分享類型與交流管道。在營運範疇相似度高的情況下，會以基礎理論知識來進行分享，且以正式的討論會議為主要的知識交流管道；在營運範疇相似度度低的情況下，會以應用層面的技術知識進行分享，在知識交流的管道上不僅會有正式的討論會議，還會透過非正式的方式進行交流。 三、廠商在不同的創新研發「競合關係」情境下，會因未來競爭的可能性與營業秘密的考量，而採取不同的知識分享方式，包括選擇性分享、不願意分享以及主動進行分享等。 四、廠商在不同的創新研發「競合關係」情境下，儘管知識保護的緣由不同，都會以契約內的保密協議做為最主要的知識保護方式。 在學術研究方面，本研究不同於以往的文獻從「市場」或是「資源」的角度來探究「競合關係」，而是以創新研發中最根本的要素–「知識」，來探究創新研發的「競合關係」。其次，不僅瞭解到第三方單位是促成競爭廠商形成合作研發聯盟的重要推手，亦從廠商不同的競合情境下，其知識互動的作為，整理出「知識互動的影響因素」。因此，本研究在學術研究上做出以下的貢獻： 一、過往競合方面的研究，主要是以一般性的策略領域為主，本研究則特別針對廠商在「創新研發」上的「競合」行為來加以探討。 二、過往的競合理論對於市場與資源的定義不夠完整與明確，且認為市場與資源是分別影響競爭與合作的不同要素。本研究更細緻地以「知識」的層次來加以探討，發現「知識」對廠商間的競合行為有很大的影響；此外，知識層次的觀點亦會使市場與資源間的界限變得模糊。 三、過往的競合理論概括性地提出既競爭又合作的概念，本研究進一步地提供「競爭導向的合作」（競中帶合）與「合作導向的競爭」（合中帶競）兩種情境的實證研究結果。 四、過往的研究較少提出第三方單位在競合關係中扮演的角色，本研究藉由實證並提出區域內廠商在進行創新研發競合關係時，第三方單位的主要角色與重要性。 五、過往區域創新系統或產業群聚的研究以探討廠商間的合作為主，本研究再加入「競爭」的要素做為研究廠商創新研發「競合關係」的基礎。 整體而言，本研究將「競中帶合」與「合中帶競」做清楚的定義，進一步地以知識作為廠商進行創新研發競合的根本要素，並提出第三方單位的重要性。在實務上，提供知識互動的影響因素作為廠商進行競合與知識互動時的參考依據。 / Management strategy has gradually transformed from “pure competition” to the coexistence of competition and cooperation, also known as co-opetition, where “co-opetition strategy” has become a popular research focus for scholars who study management. Scholars, upon observing such trend where “peace” and “warfare”- or “yin” and “yang”- exists either at the same time or occurs alternatively, begin to add the “cooperative” element (yang) into the traditional concept of “competition” (yin). Although immense theories and researches on the concept of co-opetition exist, researches that attempt to reveal the co-opetition relationship in the realm of R&D and Innovation among firms from the standpoint of knowledge have been scarce. Regional Innovation Systems is a field full of cooperation and competition, yet past research mostly focused on cooperation and innovation instead of discussing the competition among firms in the region. That is, few researches focused on discussing the cooperation and competition coexisting at the same time in the realm of R&D and Innovation among firms. Moreover, researches that particularly discuss the situation of knowledge sharing and knowledge protection among firms from two R&D and Innovation co-opetition types of “Competition-dominated cooperation” and “Cooperation-dominated competition” relegate said situations to the category of things unknown. Therefore, this research aims to fill the gap in such literature by conducting deep explorations into knowledge interaction among firms in one region, particularly from two R&D and Innovation co-opetition types. This research adopts a multi-case study method while the main field of research focuses on one of the most renowned global Regional Innovation Systems: the machinery cluster in central Taiwan. During the process of the research, a two-stage, in-depth interview was conducted to understand the co-opetition relationship among the machine tool and component firms in the central Taiwan, and has identified two special case studies of R&D and Innovation co-operation. Furthermore, this research focus on the R&D and Innovation co-opetition relationship among firms and their practices of knowledge interaction in these two cases, and conducts in-depth comparisons and analysis. By conducting two-stage in-depth interviews, this study summarizes the research propositions and further obtains the following conclusions: 1.Third party plays an important role in R&D and innovation co-opetition knowledge interaction among firms in the same region, including the roles of intermediary coordination, taking the initiative to spawn and manage projects, and transferring, testing and verification of technology. 2.In different “co-opetition” types, the types of knowledge sharing and exchange channels among firms are different according to how similar they are in operational scope. In the case of high similarity in operational scope, basic and theoretical knowledge is shared, and formal meetings are the main channel of knowledge exchange. In the case of low similarity in operational scope, technical and applied knowledge is shared, and the channels of knowledge exchange do not only have formal meetings, but also communicate informally. 3.In different “R&D and innovation co-opetition” types, firms will take different approaches in sharing knowledge (either being selective, not willing, or actively sharing) due to future competition possibilities and trade secrets. 4.Firms differ in their reasons for knowledge protection in different “R&D and innovation co-opetition” types, but will mostly rely on confidential agreements within their contracts as the main measure for knowledge protection. While past academic research mostly explores "co-opetition relationship" from the perspective of "market" or "resource", this research explores R&D and innovation co-opetition with the most essential element, “knowledge”. Not only is it understood that third-party units are important promoters of competitive firms in forming R&D alliances, "the influencing factors of knowledge interaction" from the perspective of their knowledge interaction under different co-opetition types is concluded. Therefore, this research aims to produce the following contributions in the academic field: 1.Past co-opetition researches mostly focus on generic and strategical fields, this research focuses particularly on bahviors of “co-opetition in R&D and innovation” among firms. 2.Past co-opetition theories’ definitions on markets and resources are insufficient and imprecise, for they describe markets and resources as different factors that affect competition and cooperation. This research offers a finer exploration from the aspect of “knowledge”. This research finds that “knowledge” has an immense impact on co-opetition behaviors. In addition, the knowledge-level viewpoint further blurs the boundary between markets and resources. 3.Past co-opetition theories offered the generic concept of simultaneous competition and cooperation This research further provides empirical research results of two scenarios: "competition-dominated cooperation" and "cooperation-dominated competition". 4.Past researches seldom discuss the role that third parties play in co-opetition. This research states the importance of third parties in the firms’ “co-opetition relationships” through empirical evidence when it comes to R&D and innovation in the region. 5.Past researches of regional innovation systems or clusters primarily focus on cooperation between firms, this research adds the factor of “competition” as a research basis for understanding firms’ co-opetition relationships in and R&D and innovation. Overall, this research clearly defines "competition-dominated cooperation" and "cooperation-dominated competition", and views “knowledge” as a fundamental element of R&D and innovation co-opetition, putting forward the importance of third-party units. In practice, provide the influential factors of knowledge interaction as a reference for firms to conduct co-opetition and knowledge interaction.

Les réseaux traitant l’information, intègrent différentes technologies incluant une large gamme de dispositifs aux capacités et puissances très variées et capables de gérer une immense quantité d’informations sous forme de données d’une grande diversité de formats. La recherche sur l'imagerie 3D, la réalité virtuelle et autres techniques holographiques permettront d’offrir de nouvelles techniques d’interactions homme/machine (IHM), notamment pour les appareils mobiles. Cela enrichira encore la variété et la diversité de ces dispositifs. Beaucoup d'efforts ont été faits, notamment ces dernières années, afin d’établir une intégration ouverte, évolutive et transparente des différentes technologies permettant l’affichage de contenus, notamment d’images 2D et 3D et ce pour tout type de système, y compris mobile en tenant compte, notamment et de plus en plus, de la situation géographique individuelle de l'utilisateur final. Sur ces différents points, la tâche est loin d’être terminée. Cette thèse représente, dans ce contexte, une contribution, vers la généralisation de la transportabilité des informations pour des objets communicants de natures différentes, notamment portables, particulièrement dans le cas de l’imagerie en 3 dimensions, de plus en plus exploitée.L'objectif de ce travail de recherche est de trouver un moyen de résoudre le problème énoncé ci-dessus en proposant une architecture pour fournir un accès sans contrainte, continu et personnalisé pour le contenu et les applications interactives partout et à tout moment avec la plus grande quantité possible d’appareils communicants. Un exemple d’exploitation utile et particulièrement adaptée d'un tel système est l'apprentissage sur mobile en raison de la grande diversité des appareils communicants disponibles, dotés de caractéristiques et de fonctionnalités très différentes. Comme solution au problème considéré, une nouvelle architecture nommée "Smoothie" est proposée, un prototype a été développé et évalué en tant que composant important d'un jeu d'apprentissage collaboratif de langues étrangères nommé LLG (Language Learning Game). / Today’s network landscape consists of many different network technologies, a wide range of end-devices with large scale of capabilities and power, an immense quantity of information and data represented in different formats. Research on 3D imaging, virtual reality and holographic techniques will result in new user interfaces (UI) for mobile devices and will increase their diversity and variety. A lot of effort is being made in order to establish open, scalable and seamless integration of various technologies and content presentation for different devices including those that are mobile, considering the individual situation of the end user. Till today the research is going on in different parts of the world but the task is not completed yet.The goal of this research work was to find a way to solve the above stated problems by investigating system architectures to provide unconstrained, continuous and personalized access to the content and interactive applications everywhere and at anytime with different devices. As a Solution of the problem considered, a new architecture named “Smoothie” is proposed, developed as prototype and evaluated as an important feature of a collaborative foreign language learning game named LLG.

Knowledge management has become increasingly important in organizations and how knowledge can be developed, shared and maintained has been researched more in recent years. The question of whether knowledge is seen as a competitive advantage has gained a great deal of focus in organizations instead of reviewing knowledge management. There are earlier studies that investigate the structure and organizational culture's impact on knowledge sharing in an organization but do not say how the factors affect knowledge sharing. The report examines how organizational structure and culture, as well as other management control parameters in a corporate group can affect the work with knowledge sharing, in which the observational data focus on interviews with employees of the company our case study focuses on. There is an ongoing implementation of a new knowledge sharing group at the company, which is used as a basis for this survey. A method is developed from Klein and Myers seven principles for interpretivism in case studies and Eisenhardt’s principles for theory building. A literature study based on Malmi and Brown's MCS factors investigates which parameters that could affect knowledge sharing in our case. The categories culture management, planning, cybernetic management, reward and compensation, and administrative management were factors considered relevant for our question formulation and are used as the basis for our interview formulation, as well as the literature used in our analysis. Our investigation model is used as a basis for a total of 22 interviews with employees within three different affiliate companies within the case company in which the knowledge sharing group covers. The study has four different questionnaires depending on the interviewee's position on the company and if they were involved in the new knowledge sharing group. The interviews include questions about the attitude and possibility of knowledge sharing at the case company and how the case company manages knowledge sharing. The answers where then analyzed based on the literature study and compared to what the staff of the different affiliate companies said and to what their position on the companies where. Based on this, a result is made. The study results show that an organization where members are at different geographical locations means that the natural contact between members is missing and that makes the exchange of knowledge more difficult. Communication within organizations is also affected by the geographical spread and can affect the amount of collaborations, where lack of communication within the organization leads to fewer collaborations, and thus lesser knowledge exchange. In addition to this, the organizational structure is affected by the degree of decentralization within organizations by influencing how decision-making is taken in the organization and who are able to influence decisions. The results also show that in a culture of cooperation, where culture is open and organizers help each other, it is easier to encourage knowledge sharing. Furthermore, it shows that cultural management in the form of clans and symbols can affect knowledge sharing by creating an open and familiar culture that encourages knowledge sharing. In order to encourage knowledge sharing in an organization with rewards or compensations, they need to be based on a measurement system that in some way is linked to the knowledge sharing. We see that personal motivation, which is not linked to measurement systems or rewards and compensation, can also affect how willing members of the organization are to share knowledge. Finally, knowledge sharing within groups can be locked in the existing patterns if there are strict rules on how to organize knowledge sharing groups, while no rules can make them unfocused and ineffective. We believe our results of the study coincides with the literature used. / Kunskapshantering har blivit allt viktigare i organisationer och hur kunskap kan utvecklas, delas och bibehållas har blivit en fråga som forskats mer på de senaste åren. Frågan huruvida kunskap ses som en konkurrenskraft har fått ett stort fokus i organisationer istället för att se över kunskapshanteringen. Det finns tidigare studier som undersöker strukturen och organisationskulturens påverkan på kunskapsdelningen i en organisation men säger inte hur faktorerna påverkar kunskapsdelning. Rapporten undersöker hur struktur, organisationskultur, samt andra parametrar i en koncern kan påverka arbetet med kunskapsdelning, där empirin fokuserar på intervjuer med anställda på ett fallföretag. På fallföretaget pågår det en implementation utav ett nytt kompetenscenter med fokus på kunskapsdelning som används som grund för undersökningen. En metod togs fram som bygger på Klein och Myers sju principer för interpretivism i fallstudier, Eisenhardts principer för problemformulering. En litteraturstudie vars grund bygger på Malmi och Browns MCS-faktorer undersöker hur olika styrparametrar kan påverka kunskapsdelningen. Kategorierna kulturstyrning, planering, cybernetisk styrning, belöning och kompensation, samt administrativ styrning var faktorer som ansågs relevanta för vår frågeställning och användes som grund för utformandet av frågorna till vår empiri insamling, samt för litteraturinsamlingen som används i vår analys. Vår undersökningsmodell används som underlag till totalt 22 intervjuer på anställda inom tre olika dotterbolag inom fallföretaget som kunskapsdelningsprojektet omfattar. Studien har fyra olika frågeformulär beroende på den intervjuades ställning på företaget och ifall de var involverade i det nya kompetenscentret. Intervjuerna innefattar frågor om inställning och möjlighet till kunskapsdelning på fallföretaget och hur fallföretaget styr kunskapsdelning. Svaren analyseras sedan utifrån litteraturstudien och jämförs mellan vad personal på de olika bolagen sa och vilken ställning de har på företagen. Utifrån detta tas ett resultat och en slutsats fram. Studiens resultat visar att en organisation där medlemmarna är geografiskt utsprida gör att den naturliga kontakten mellan medlemmar saknas och gör kunskapsutbyte svårare. Kommunikationen inom organisationer påverkas även av den av geografiska spridningen och kan påverka mängden samarbeten, där en bristande kommunikation inom organisationen leder till färre samarbeten och på så sätt mindre kunskapsutbyte. Utöver det så påverkas organisationsstrukturen av decentraliseringsgraden inom organisationer genom att påverka hur beslutsfattande tas i organisationen och vilka som har möjlighet att påverka besluten. Resultaten visar även att i en samarbetskultur, där kulturen är öppen och organisationsmedlemmarna hjälper varandra, är det lättare att uppmuntra till kunskapsdelning. Vidare visar det att kulturstyrning i form av klaner och symboler kan påverka kunskapsdelning genom att skapa en öppen och familjär kultur som uppmuntrar till kunskapsdelning. För att belöningar eller kompensationer ska kunna uppmuntra till kunskapsdelning i en organisation behöver belöningen eller kompensationen vara grundad i ett mätsystem som på något sätt är kopplat till kunskapsdelningen. Även personlig motivation, som inte är kopplad till mätsystem eller belöningar och kompensation kan påverka hur villiga organisationsmedlemmarna är att dela med sig av kunskap. Slutligen kan kunskapsdelningen inom kompetensgrupper bli låsta i de mönster som redan finns ifall det finns strikta regler på hur kompetensgrupperna ska organiseras, samtidigt som inga regler kan gör dem ofokuserade och ineffektiva. Vi anser resultatet av vår studie överensstämmer med den litteraturbas vi använt oss av.