This thesis focuses on problematics of knowledge management, its principles and application. Thesis is divided into three main parts. There are teoretical basis in first part, which are later used in analytical and practical parts. Practical part focuses on design own solution, which allows effectively work with knowledge.

Within dynamic 21st century knowledge economies, future-building knowledge, that bears capacities to transcend existing boundaries and create something new, is of particular importance. Within the first decade of the new century, new concepts such as "learning from the future" or "self-transcending knowledge" developed within knowledge management. So far, they lacked a theoretical grounding in relevant learning theory as well as a sound acknowledgement and consideration of such knowledge structures' emergence and social embeddedness. Thus, key principles and leverage factors for designing respective knowledge processes were difficult to derive. This dissertation investigates theoretical ground that can provide a basis to explain the creation of future-building knowledge in collective structures. It is guided by the following research question: "How can the emergence of self-transcending knowledge in collective organizational settings be rooted in theories of knowledge, learning and cognition?" Starting from the model of knowledge-based management, the model is expanded by exploring cognitive, creative and social systemic aspects of knowledge creation on a transdisciplinary basis. Research draws on constructivist learning theory, complexity-based approaches in knowledge management and organizational learning, recent accounts in cognitive science (enaction/embodiment) and a creative logic of emergence to derive an integrated model for collective self-transcending knowledge. The model contributes to the integration of knowledge management, organizational learning and cognitive science, expanding knowledge-based management towards attention-based management. The model's three dimensions and three domains form an integrated theoretical basis to derive key principles and leverage factors for steering future-building knowledge processes. Simultaneously, they reveal leverage factors' limited - i.e. enabling, not determining - impact on processes of "organizing future". (author's abstract)

Organizational learning causes organizational change. Different descriptive models have been proposed, but little research on variables influencing these processes has been done. Needs govern our behavior and motivate our acting. It has been shown that their identification and satisfaction effect value-creating and knowledge-intensive activities, such as innovation processes, strategy development, and product design. However, needs are usually implicitly anchored in organizations and people can hardly articulate them. Despite the fact that a focus on needs does not prescribe any concrete strategy, but extends opportunities to act, an initial consideration of needs often lacks. Consequently, their role as an influencing variable for organizational learning has not been investigated yet. Addressing this gap, this dissertation explores the nature of needs and how they can enhance organizational learning processes. It introduces a novel theory on needs for organizational practice which emphasizes the potential of a focus on needs. It argues why considering needs is beneficial for learning initiatives, such as vision or strategy development, in which various expectations which presumably emerge from shared needs have to be combined. Shared needs within a social system can trigger organizational learning and facilitate the design of new consensual satisfaction strategies (satisfiers). The theory allows for understanding the motivational forces of organizational learning and exploiting the postulated one-to-many relation between needs and satisfiers. Moreover, it points at influencing variables for the organizational transition from needs to need satisfaction and illustrates that by a knowledge perspective resulting in the concept of "need-based solution knowledge". This knowledge enables people to propose viable satisfiers in organizations. We introduce the methodological framework "Bewextra" that targets at the capacity to identify needs in organizations. It rests upon theories from various scientific fields and utilizes "learning from an envisioned future" as a core method. This enables to literally envision a desired future scenario in which all needs are intuitively fulfilled, and thereby allows for the creation of knowledge about needs. The research follows the action research paradigm which proposes a combinational interplay between rational and empirical research processes, in which various (qualitative) research methods are used. Besides theoretical considerations, the dissertation reports about four research projects in which the theories and methods were applied, reflected, and refined. More specifically, it presents how "Bewextra" was implemented and adjusted and demonstrates that a combination of conventional learning from the past and "learning from an envisioned future" enhances the outcome of organizational learning in various domains. Moreover, it investigates the differences between organizational strategies, that emerge with reference to needs, and strategies, that are developed without explicitly considering needs.

Knowledge as company resource which brings competitive advantage is frequently discussed topic. And managing of knowledge pays increasing attention, because it is possible to maximize utility and minimize losses of knowledge by using appropriate knowledge management. This paper is focused on analysis of Knowledge management process in the context of Unicorn ES Powered Company methodology and on suggestion of possible form of management of the process and its parts, which is the overall goal of this paper.

Submitted by Timbo Noeme (noeme.timbo@metodista.br) on 2016-08-08T18:43:10Z No. of bitstreams: 1 BrunaSantos.pdf: 1745061 bytes, checksum: b0768d59f3d825b89e4d93698d3463fb (MD5) / Made available in DSpace on 2016-08-08T18:43:10Z (GMT). No. of bitstreams: 1 BrunaSantos.pdf: 1745061 bytes, checksum: b0768d59f3d825b89e4d93698d3463fb (MD5) Previous issue date: 2015-08-19 / The research aimed to analyze the main reasons why state-owned enterprises (SOEs) from São Paulo-Brazil use coaching and mentoring as a knowledge sharing practice.The 2009 decree No. 53963,sanctioned by the Governor of São Paulo established the Knowledge and Innovation Management Policy for SOEs. Kuniyoshi and Santos (2007) conducted a research, in which identifies practices and knowledge management initiatives adopted by some companies, among them, coaching and mentoring. The pratical process requires not only financial investment but time and adequate people, thus instigates research actions in the organizational context of the SOEs. This study seeks to contribute to the development of studies in the public area. The method used in this qualitative study is exploratory type. The object of this research were the São Paulo SOEs, that currently add up to 21. We conducted a case study with interview and document analysis in two of these SOEs, Sabesp, company sanitation sector water and sewage, aimed to analyze the coaching practice and the Institute for Technological Research (IPT), national reference metrology, aimed to analyze the practice of mentoring. Since there are no exclusive practices to Knowledge Management, and the success of a practice is related to the context in which it operates. In the case of Sabesp, the coaching practice is used as one of the activities within both programs, aimed at developing human capital as a competitive force. IPT aimed at the implementation of mentoring program, specifically the sharing tacit knowledge. It has been discovered that coaching and mentoring practices are used as a way of making a company unique before others, even SOEs with no focus on competitiveness, but they use knowledge strategically to improve the quality of service to society. / A pesquisa teve como objetivo geral analisar as principais razões pelas quais as empresas públicas paulistas utilizam coaching e mentoring como práticas de compartilhamento de conhecimento. No ano de 2009, foi instituído pelo governador do Estado de São Paulo, o decreto nº 53.963 que instituiu a Política de Gestão do Conhecimento e Inovação para as empresas públicas. Kuniyoshi e Santos (2007) realizaram uma pesquisa, na qual identificaram práticas e iniciativas de gestão do conhecimento adotadas por algumas empresas, dentre elas, coaching e mentoring. As práticas são processos que necessitam de investimento não somente financeiro, mas de tempo e pessoas adequadas, por serem processos mais complexos, instigam a investigação de ações no contexto organizacional de empresas públicas. Este estudo busca contribuir para o desenvolvimento de estudos na área pública. O método utilizado neste estudo de abordagem qualitativa é do tipo exploratória. O objeto desta pesquisa foram as empresas públicas paulistas, que, atualmente, somam 21. Foi realizado estudo de caso, com entrevista e análise documental em duas destas empresas, A Sabesp, empresa do segmento de saneamento de água e esgoto, teve como objetivo analisar a prática de coaching e, o Instituto de Pesquisa Tecnológicas (IPT), referência nacional em metrologia, teve como objetivo analisar a prática de mentoring. Uma vez que não existem práticas exclusivas à Gestão do Conhecimento, e o sucesso de uma prática está relacionado ao contexto na qual está inserida. No caso da Sabesp, a prática de coaching é utilizada como uma das atividades dentro de dois programas, visando desenvolver o capital humano como força competitiva. O IPT teve como objetivo da aplicação do programa de mentoring, especificamente, o compartilhar conhecimento tácito. Foi constatado que as práticas de coaching e mentoring podem ser utilizadas como recurso capaz de tornar a empresa singular perante as demais, mesmo empresas públicas não tendo foco em competitividade, mas utilizam o conhecimento de forma estratégica para melhorar a qualidade de atendimento à sociedade.

The diploma thesis deals with a complex analysis of an organization’s project, based on which are proposed certain steps that should increase efficiency and enhance this project in the future years. The thesis uses theoretical foundations and methods of project management, eventually other related fields.

Im Rahmen des Artikels wird ein Ansatz für einen 'intellektuellen Konstruktionsassistenten' auf der Basis digitalisierter Erfahrung vorgeschlagen. Diese an die analytischen und numerischen Verfahren anknüpfenden Assistenten werden unter Verwendung von Methoden der Künstlichen Intelligenz erzeugt. Sie sollen bereits bekannte Wissenselemente und Erfahrungen aufnehmen und durch eine fortgesetzte Spiegelung an der Realität fortschreiben, ohne dass eine aufwendige Algorithmenbildung und zeitraubende Numerik den Transfer neuer, oftmals inhärenter Erkenntnisse in die tägliche Praxis und damit das Qualitätsmanagement behindert. Wissensunterschiede zwischen Abteilungen können auf diese Weise schnell beseitigt und Bildungsunterschiede zwischen Mitarbeitern ausgeglichen werden. Andererseits kann hiermit in den Unternehmen aber auch die Abbildung besonderer Stärken durch einen automatischen Abgleich gleichgelagerter Konstruktionen vorangetrieben werden. [... aus der Einleitung]

High amount of changes and increasing complexity in CAD design of wiring harnesses result in a lack of time for documentation and transfer of acquired knowledge. To be able to transfer the gained knowledge efficiently during development automating the identification, analyzation and documentation of changes is necessary. This paper shows a methodology to address this challenge for CAD data of wiring harnesses. Thus, it is shown how interrelated change elements can be combined or separated from each other according to their change intention.

Submitted by Morgana Silva (morgana_linhares@yahoo.com.br) on 2016-06-17T18:04:18Z No. of bitstreams: 1 arquivototal.pdf: 2221254 bytes, checksum: 8222669dfaf7f2816001becf4b118c4e (MD5) / Approved for entry into archive by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2016-06-20T11:59:51Z (GMT) No. of bitstreams: 1 arquivototal.pdf: 2221254 bytes, checksum: 8222669dfaf7f2816001becf4b118c4e (MD5) / Approved for entry into archive by Viviane Lima da Cunha (viviane@biblioteca.ufpb.br) on 2016-06-20T12:00:11Z (GMT) No. of bitstreams: 1 arquivototal.pdf: 2221254 bytes, checksum: 8222669dfaf7f2816001becf4b118c4e (MD5) / Made available in DSpace on 2016-06-20T12:55:59Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2221254 bytes, checksum: 8222669dfaf7f2816001becf4b118c4e (MD5) Previous issue date: 2016-02-23 / The present study aimed to analyze the impact of information technology (IT) capabilities on the maturity of the project management of a power sector company. For the theme comprehension, the study was based on the project management and its areas of knowledge, on project management maturity, on organizational resources, on the dynamic capabilities and IT capabilities. It sought to describe the relationship of IT capabilities with project management with the intention of highlighting the value of IT capabilities in performance for promotion above the level of organizational processes, reflected in the evolution of maturity of the project management and therefore the achievement of a sustained competitive advantage. The research was conducted through an interpretive case study and was guided by a qualitative approach that aimed to identify, through understanding of the stories of the experiences of project managers, the impacts of IT capabilities in the evolution of the maturity of the project management and its areas of knowledge. The research was conducted with ten project managers of a company in the electricity sector which operates in the state of Paraiba and is controlled by a group of companies that operates in the service sector of the Brazilian electric sector. The data collection process came from the knowledge areas of project management, from the project management maturity model (PMMM) and from six categories of IT capabilities: IT business partnerships, external IT linkages, business IT strategic thinking, IT business process integration, IT infrastructure and IT management. The analysis, interpretation and discussion of the results revealed that the IT infrastructure, linkages with external partners IT and integration of business processes and IT were the categories of IT capabilities that impacted the most knowledge areas. The impact of each of these categories of IT capabilities was evident in on least five of the ten knowledge areas studied. Also pointed the reach of the fourth level of maturity MMGP for seven of the ten areas of knowledge. The areas that reached stage four, called managed level were: managing scope, cost, deadlines, communication, risk, quality and integration. But the management of human resources, procurement and stakeholder reached stage three named set or standard level. The main contributions of the studies were: evidence of impacts of IT capabilities in organizational process level and ease in identifying the benefits of IT capabilities, from the process level approach, and contribution to reduction of a gap on the theme. This work indicates directions for future studies that seek to measure the TI impact in process level and studies that address the theme addressed to contribute to reducing the gap of work involving project management and IT capabilities. / Este estudo teve como objetivo analisar o impacto das capacidades da Tecnologia de Informação (TI) na maturidade do gerenciamento de projetos de uma empresa do setor elétrico. Para compreensão do tema, o estudo fundamentou-se no gerenciamento de projetos e suas áreas de conhecimento, na maturidade do gerenciamento de projetos, nos recursos organizacionais, nas capacidades dinâmicas e nas capacidades de TI. Buscou descrever a relação das capacidades de TI com o gerenciamento de projetos com a intenção de destacar o valor das capacidades de TI na promoção de desempenho superior ao nível dos processos organizacionais, refletido na evolução da maturidade do gerenciamento de projetos e, por conseguinte, no alcance de uma vantagem competitiva sustentada. A pesquisa foi realizada por meio de um estudo de caso interpretativo e norteada por uma abordagem qualitativa que teve a finalidade de identificar, por meio da compreensão dos relatos das experiências de gestores de projetos, os impactos das capacidades de TI na evolução da maturidade do gerenciamento de projetos e suas áreas de conhecimento. A pesquisa foi realizada com dez gerentes de projetos de uma empresa do ramo de energia elétrica que atua no estado da Paraíba e é controlada por um grupo de empresas que atuam no ramo de serviços do setor elétrico brasileiro. O processo de coleta de dados partiu das áreas de conhecimento do gerenciamento de projetos, do modelo de maturidade em gerenciamento de projetos (MMGP) e das seis categorias de capacidades de TI: parcerias de negócios e TI, vínculos com parceiros externos de TI, pensamento estratégico nos negócios de TI, integração dos processos de negócio e de TI, infraestrutura de TI e gestão de TI. A análise, interpretação e discussão dos resultados revelaram que a infraestrutura de TI, os vínculos com parceiros externos de TI e a integração dos processos de negócios e de TI foram as categorias de capacidades de TI que impactaram o maior número de áreas de conhecimento. O impacto de cada uma dessas categorias de capacidades de TI foi evidenciado em no mínimo cinco das dez áreas de conhecimento estudadas. Também apontaram o alcance do quarto nível de maturidade do MMGP por sete das dez áreas de conhecimento. As áreas que chegaram ao estágio quatro, denominado nível gerenciado foram: gerenciamento do escopo, dos custos, do prazo, das comunicações, dos riscos, da qualidade e da integração. Já o gerenciamento dos recursos humanos, das aquisições e dos stakeholders chegaram ao estágio três, denominado nível definido ou padronizado. As principais contribuições do estudo foram: a evidência de impactos das capacidades de TI em nível de processo organizacional, a facilidade na identificação dos benefícios das capacidades de TI a partir dessa abordagem e a contribuição para redução da lacuna acerca da temática abordada. O trabalho apontou direções para estudos futuros que busquem mensurar o impacto da TI em nível de processo e estudos que tratem da temática abordada a fim de reduzir a lacuna de pesquisas que envolvem o gerenciamento de projetos e as capacidades de TI.

The theme of this diploma thesis is Knowledge Management that is becoming the focus of business companies. The theoretical part of the work is divided into several chapters that discuss the basic principles of Knowledge Management. The aim of this work is to describe the principle of knowledge management and create a basic draft of the knowledge base for the KPMG company. In the introductory part of the work, terms commonly used in knowledge management are explained. Further, the knowledge capital of the company, types of knowledge management and the related knowledge strategies are described. Second half of the theoretical part concerns the responsibilities, tasks and roles in knowledge management. The last chapters of the theoretical part describe the individual phases of knowledge management introduction in a company. The practical part of this thesis is focused at analysis of KPMG company knowledge management and design of a knowledge base that can substantially reduce the time necessary for completion of certain deliverables. The chapter concerns mainly with description of the system architecture of the knowledge base, that the author has designed for the KPMG company.