DevOps, a portmanteau of Development and Operations, is the collection of principles and practices that try to improve cooperation between IT Development and IT Operations teams in the software development domain. The DevOps paradigm, thus, promises to overcome the traditional boundaries between development and operations teams and to improve collaboration across teams through a culture that is conducive to shared goals and accountability. Responding to the recent call for a better understanding of DevOps Knowledge Management (KM), this study aims to explore the role of knowledge management in advancing DevOps performance outcomes. Toward this, the study adopts a practice perspective of KM, and aims to answer the following research questions: 1) What are the enablers of KM practices in DevOps teams? 2) What are the distinctive characteristics of KM practices that underpin positive DevOps performance outcomes? Using an inductive research design and qualitative data collection and analysis procedures, this study followed a multiple case study approach, and collected and analyzed data from nine in-depth interviews with DevOps professionals across three organizations. Using grounded theory coding procedures, an emergent theoretical model of DevOps KM is presented and discussed, along with various propositions that outline how DevOps teams acquire, capture, share and apply knowledge, and how their KM practices can drive positive DevOps performance. Key insights from this study indicate that technology leaders need to foster greater awareness about the significance of KM in DevOps teams. This can be done by highlighting challenges associated with a lack of effective KM practices, and best practices followed by other companies. Furthermore, DevOps teams should adopt a mix of people-centered and technology-centered KM practices that enable effective personalization and codification of knowledge. Lastly, DevOps managers need to encourage alternative-bridging KM practices through regular use of KM tools and features within DevOps technologies while investing in dedicated knowledge sharing platforms. Through a discussion of the enablers of KM practices in DevOps; typical configuration of people-centered, technology-centered, and alternative-bridging KM practices in DevOps; and the linkages between KM practices and DevOps performance outcomes, this study aims to contribute to the extant research literature on DevOps KM, and provide practical guidelines for institutionalizing KM practices that can support the fast-paced nature of DevOps teams.

<p> </p><p>The advantages of adopting a new software system for Supply Chain Management (SCM) enable the organization to enhance work efficiency as well as customer satisfaction in the supply chain network. These advantages make enterprises update their SCM system through project as a method of realize their strategic change. This research explores how the project manager leads the project team, a temporarily formed unit with multi-functional members, by looking into three focus concepts of the practice perspective:<em> Practitioner, Praxis, and Practices.</em> The empirical study utilized two projects in the electronics firms as the case study. It was decided that a qualitative approach was the most appropriate method to gather the data based on the practice perspective.</p><p> </p><p>The findings of this thesis support this primacy of communication.  To successfully execute the short duration project for system change, intra-organizational communication has an important part to play in the success of change initiatives. Analysis revealed that the project managers’ soft skills are more important than their knowledge of using project-specific tools or techniques in managing short-duration projects. In the empirical study, the requirements of all project practitioners were not met due to tight schedule and limited resource. However, the project objectives were still achieved on time. Some key success factors were identified, such as top management commitment to the project, correct prioritization of different stakeholders’ power, and involvement of employees as early as possible within the change process. The study concludes that the three focus concepts of the practice perspective interplay during the project process and they contribute to the general framework in the short duration project for realizing strategic change, which can be a reference for industry participants in managing similar projects.</p><p> </p><p> </p><p> </p><p> </p>

The advantages of adopting a new software system for Supply Chain Management (SCM) enable the organization to enhance work efficiency as well as customer satisfaction in the supply chain network. These advantages make enterprises update their SCM system through project as a method of realize their strategic change. This research explores how the project manager leads the project team, a temporarily formed unit with multi-functional members, by looking into three focus concepts of the practice perspective: Practitioner, Praxis, and Practices. The empirical study utilized two projects in the electronics firms as the case study. It was decided that a qualitative approach was the most appropriate method to gather the data based on the practice perspective.   The findings of this thesis support this primacy of communication.  To successfully execute the short duration project for system change, intra-organizational communication has an important part to play in the success of change initiatives. Analysis revealed that the project managers’ soft skills are more important than their knowledge of using project-specific tools or techniques in managing short-duration projects. In the empirical study, the requirements of all project practitioners were not met due to tight schedule and limited resource. However, the project objectives were still achieved on time. Some key success factors were identified, such as top management commitment to the project, correct prioritization of different stakeholders’ power, and involvement of employees as early as possible within the change process. The study concludes that the three focus concepts of the practice perspective interplay during the project process and they contribute to the general framework in the short duration project for realizing strategic change, which can be a reference for industry participants in managing similar projects.

p. 1 - 132 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-01-21T20:37:08Z No. of bitstreams: 1 4444.pdf: 889431 bytes, checksum: 2c99c4e87bb71b00ce50a6f0d8f2e990 (MD5) / Made available in DSpace on 2013-01-21T20:37:08Z (GMT). No. of bitstreams: 1 4444.pdf: 889431 bytes, checksum: 2c99c4e87bb71b00ce50a6f0d8f2e990 (MD5) Previous issue date: 2008 / As organizações características da sociedade do conhecimento se notabilizam, dentre outros pontos, pela utilização intensiva do conhecimento em seus processos. Portanto, para que esse valioso insumo se desenvolva na organização, a aprendizagem organizacional assume um caráter estratégico. Dentre as dimensões da aprendizagem, destaca-se a perspectiva individual-cogntivista, que tende a ocorrer desconectada do contexto, o que a torna deficiente e parcial, e a perspectiva sócio-prática, que considera os aspectos contextuais, contribuindo de forma equilibrada para a criação e disseminação do conhecimento em sua integralidade. Essa última dimensão é composta, sobretudo, por duas modalidades: a mentoria e as comunidades de prática. Diante dessa conjuntura, este trabalho tem o propósito de analisar como ocorre a aprendizagem organizacional nas organizações de comunicação intensivas em conhecimento. Para isso, foi desenvolvido um estudo de caso na Engenho Novo, empresa de comunicação, situada em Salvador-Ba. A pesquisa empírica foi, fundamentalmente, qualitativa, e se baseou na análise de documentos, entrevistas (oito ao todo) e observações pessoais. Como resultado, identificou-se que a Engenho Novo pode ser caracterizada como organização intensiva em conhecimento, apesar de apresentar alguma fragmentação em sua rede interna e de algum grau de concentração de poder na cúpula da empresa. Além disso, a perspectiva sócio-prática se sobressai na empresa estudada, havendo proeminente utilização da mentoria como forma de criar e disseminar conhecimentos. Outro ponto de grande relevância neste trabalho é a não observância de comunidades de prática na organização estudada. Esse resultado confronta a literatura, que considera como certo o surgimento das comunidades de prática no contexto organizacional, independente de aspectos culturais, profissionais, dentre outros. / Salvador

The purpose of this study was to explore the strategising practices of chartered accountants (CAs) in the South African mining industry. Few studies have dealt with the practical skills CAs employ when they engage in strategising practices and, in particular, a gap could be identified on how CAs engage with strategy tools during strategising. Approximately two thirds of all directors in South Africa are CAs and only 11% of directors who are CAs also hold master‟s degrees in business administration. The question then arises of how do CAs engage with strategy tools during strategising? This study applied key concepts of social practice theory to explore the strategising practices of CAs from a strategy-as-practice perspective. The strategy-as-practice perspective entails studying strategy practitioners within their social constructs. The context of this study was the South African mining industry, a landscape seen as an essential part of the South African economy. An exploratory qualitative research design was applied whereby one-on-one interchanges during individual interviews provided rich, detailed descriptions of how CA strategists use strategy tools when they engage in strategising practices. The social nature of the practices and praxis of strategy practitioners from a strategy-as-practice perspective constantly changes. As such, the current study was conducted from a constructivist paradigm to describe the narrative reality of the strategy practitioners as they engage with strategy tools. The findings of the study portrayed participants as bricoleurs of strategy tools, i.e. craftspeople who adapted and interpreted strategy tools from an accounting perspective to serve the requirements of the situation they face. / Financial Accounting / M. Phil. (Accounting Sciences)

<p>Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project.</p><p>Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project.</p><p>The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload.</p><p>The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come.</p><p>The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.</p>

Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project. Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project. The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload. The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come. The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.

The purpose of this study was to explore the strategising practices of chartered accountants (CAs) in the South African mining industry. Few studies have dealt with the practical skills CAs employ when they engage in strategising practices and, in particular, a gap could be identified on how CAs engage with strategy tools during strategising. Approximately two thirds of all directors in South Africa are CAs and only 11% of directors who are CAs also hold master‟s degrees in business administration. The question then arises of how do CAs engage with strategy tools during strategising? This study applied key concepts of social practice theory to explore the strategising practices of CAs from a strategy-as-practice perspective. The strategy-as-practice perspective entails studying strategy practitioners within their social constructs. The context of this study was the South African mining industry, a landscape seen as an essential part of the South African economy. An exploratory qualitative research design was applied whereby one-on-one interchanges during individual interviews provided rich, detailed descriptions of how CA strategists use strategy tools when they engage in strategising practices. The social nature of the practices and praxis of strategy practitioners from a strategy-as-practice perspective constantly changes. As such, the current study was conducted from a constructivist paradigm to describe the narrative reality of the strategy practitioners as they engage with strategy tools. The findings of the study portrayed participants as bricoleurs of strategy tools, i.e. craftspeople who adapted and interpreted strategy tools from an accounting perspective to serve the requirements of the situation they face. / Financial Accounting / M. Phil. (Accounting Sciences)

Project management used to be described as rational and well structured - a notion that builds on a traditional view that project management is about planning, budgeting and controlling. Nevertheless, it has been questioned if this is a full description. Even though project management techniques were developed for large projects, those techniques and models are used today in small projects of short duration - projects that are quite dissimilar to the large ones. The present study takes a practice perspective to investigate what project managers do when they lead such short projects. Its observations and interviews are used to analyze what happens in the everyday life of project managers. Using classical managerial behaviour studies as a foundation, seen through a practice perspective lens, the study finds that the work of project managers in a software development project is fragmented – their time is filled with formal and informal meetings of different kinds and efforts to resist disturbances in the project. Three challenges were found in the project manager’s work. The first was to Understand: to create meaning. The plans were clearly defined at the start of the project but as the goals were later re-defined, it was scarcely possible to finalize them before delivery. Contrary to the traditional view that plans are inflexible, these plans were discussed, negotiated and interpreted throughout the project. This was the continuous work of creating both meaning in the plans and a common understanding of the project. The second challenge was to Order/coordinate: to manage resources. The project manager reacted to emerging issues rather than acting to prevent things from happening. These reactions led to creative ways of managing and finding solutions to problems. One important way of managing new or changed conditions was to reorganize resources to cover the needs of different teams. The meetings played a central role in this work as arenas for negotiating resources, which became especially evident in times of stress or high workload. The third challenge was to Make it in time: to manage time. Time is a central aspect of project management as projects are temporary organizations; they have a beginning and an end. Previous research has found a point in time, in the middle of a project, when the team starts to feel pressured and stressed about meeting their deadlines. For project managers there is always a struggle to manage time, as dates for delivery are one of the things in a project that are not negotiable. In short-duration projects where projects follow each other seriatim, there is an almost constant feeling of urgency; stress and pressure. The project manager used experiential data to determine and plan the amount of time that would be needed to manage changes in the project, intending that the slack created would enable the project to deliver on time. Although changes and deviations were expected, the project manager rarely knew beforehand what they were or when they would come. The three challenges, previously described as separated from each other, were observed to be all managed simultaneously. The site, the practitioner and the practices influence daily work practice.

Submitted by Taiane Ritta Coelho (taianercoelho@gmail.com) on 2018-02-27T14:57:25Z No. of bitstreams: 1 TESE_Versao final_TAIANE RITTA COELHO.pdf: 4459276 bytes, checksum: df6332334f9eb0b48d82cf6eede9d4d5 (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2018-02-28T12:43:45Z (GMT) No. of bitstreams: 1 TESE_Versao final_TAIANE RITTA COELHO.pdf: 4459276 bytes, checksum: df6332334f9eb0b48d82cf6eede9d4d5 (MD5) / Made available in DSpace on 2018-02-28T13:46:08Z (GMT). No. of bitstreams: 1 TESE_Versao final_TAIANE RITTA COELHO.pdf: 4459276 bytes, checksum: df6332334f9eb0b48d82cf6eede9d4d5 (MD5) Previous issue date: 2018-02-01 / Esta tese tem como objetivo explicar como o poder se manifesta no uso de plataformas de participação digital para influenciar a política pública. Ferramentas de TIC implementadas para promover eParticipação apresentam novas oportunidades de diálogo entre o governo e os cidadãos, mas aumentar a participação por meio de plataformas ainda é um desafio. Um problema fundamental, nesse contexto, é que não são feitas considerações sobre as possíveis mudanças no equilíbrio entre as atividades internas no governo e questões de formulação de políticas. Esta tese avança nessa questão, partindo do pressuposto de que o poder é um mediador em tal processo. Maior atenção ao poder pode ajudar na concepção e implementação de processos que são mais representativos, inclusivos e imparciais e pode conduzir a uma maior autonomia dentro de um sistema democrático. Esta pesquisa foi desenvolvida por meio de estudos de caso retrospectivos e comparativos, usando-se a análise de processo das plataformas de participação para a elaboração de três políticas públicas em importantes cidades do país (plataforma de participação para elaboração do PlanMob/SP 2015, de São Paulo; do PMUS 2015, do Rio de Janeiro; do Plano Diretor 2014, de Curitiba). Teve como base diversas fontes de dados, como entrevistas semiestruturadas, documentação e observação não participante, analisadas por meio das técnicas de visual mapping e codificação. Os resultados mostram que os diferentes atores imprimem poder na plataforma por meio da posse de recursos críticos e de autoridade formal, mas também por meio da mobilização de recursos na prática (resourcing). Três fases de resourcing emergiram: resourcing in, resourcing within e resourcing out. Com base nos achados, esta pesquisa apresenta um modelo que explica o processo em que, a partir das práticas de participação, recursos são criados e distribuídos. O uso desses recursos gera mudanças nas práticas de participação e no estabelecimento de mecanismos usados para influenciar a política pública. Esse interplay entre uso dos recursos e geração de mecanismos de influência afeta o curso da participação e leva a resultados diferentes, que incluem legitimidade, influência moderada ou influência na política pública e aprendizado sobre o processo de eParticipação. Tem-se, ainda, que a mobilização de resourcing in nas práticas que antecedem a participação na plataforma, como a formação de alianças e a busca pelo apoio político, têm reflexos que impulsionam a influência na política pública. A união entre os saberes técnicos e coletivos (resourcing within) para realizar a eParticipação é uma fonte de poder que interfere no resultado. Com isso, contribui para a literatura de eParticipação, expandindo o conhecimento sobre os antecedentes, as práticas e os resultados no processo de participação eletrônica. Para a literatura de poder, ampliando as discussões sobre os paradigmas de posse e de prática e avançando na explicação de resourcing como fonte de poder. Enriquece a literatura de Resourcing, explorando a discussão sobre o recurso espaço como aspecto importante das relações de poder e apresentando o conceito de fases de recursos no processo de participação digital. Também é relevante para entender estas práticas e contribuir para que gestores públicos possam desenvolver plataformas que auxilie na governança pública e prover direções para que governo e cidadãos criem mecanismos para melhorar seu relacionamento na formulação de políticas públicas, por meio das TIC. / This study aims to explain how power is manifested in the use of digital participation platforms to influence public policy. ICT tools implemented to promote e-Participation present new opportunities for dialogue between government and citizens. However, increasing participation through platforms remains a challenge. A fundamental problem in this context is the lack of considerations regarding possible changes in the balance between internal activities in the government and policy formulation issues. This thesis addresses this question based on the assumption that power is a mediator in this process. Paying greater attention to power could aid the conception and implementation of processes that are more representative, inclusive and impartial, leading to greater autonomy within a democratic system. The study was conducted through retrospective and comparative case studies, using the process analysis of participation platforms for the drafting of three public policies in important cities of the country (participation platform for the drafting of the PlanMob/SP 2015 in São Paulo, PMUS 2015 in Rio de Janeiro and the PlanoDiretor 2014 in Curitiba). The study was based on a number of data sources, such as semi-structured interviews, documentation and non-participation observation, analyzed using visual mapping and encoding techniques. The results show that the different actors display power on the platform through the possession of critical resources and formal authority, but also through resourcing. Three phases of resourcing emerged: resourcing in, resourcing within, and resourcing out. Based on the findings, I present a model that explains the process, in which, through participation, resources are created and distributed. The use of these resources generates changes in participation practices and in the establishment of mechanisms used to influence public policy. This interplay between the use of resources and the generation of mechanisms of influence affects the course of participation, leading to different results, including legitimacy, moderate influence or influence on public policy and learning with regard to the e-Participation process. It is also argued that the mobilization of resourcing in the practices that precede the participation in the platform, such as alliances and political support, have consequences in the drives the influence in the public policy. The union between technical and collective knowledge (resourcing within) is a source of power that interferes with the result. This study contributes to the literature on e-Participation by expanding knowledge on the antecedents, practices and results in the electronic participation process. It also enriches the literature on Resourcing, providing a further explanation of resourcing as a source of power, exploring the discussion on the resource space as an important aspect of power relationships and expanding the typology of resources in the digital participation process.