Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-20T18:38:42Z No. of bitstreams: 1 gestao_conhecimento.pdf: 1698916 bytes, checksum: 5bbb640f2ba3b32a953bb3ed12a5bcb9 (MD5) / Made available in DSpace on 2015-05-20T18:38:42Z (GMT). No. of bitstreams: 1 gestao_conhecimento.pdf: 1698916 bytes, checksum: 5bbb640f2ba3b32a953bb3ed12a5bcb9 (MD5) Previous issue date: 2011-07-25 / FUNDEPE - Fundação Universitária para Desenvolvimento do Ensino e da Pesquisa / Esta dissertação visa contribuir conceitualmente através da análise das relações entre os campos conceituais de Avaliação de Desempenho (GQ) e Gestão do Conhecimento (GC) baseada em evidências (EBMgt), sob a perspectiva da Administração Estratégica de recursos em serviços intensivos em conhecimento. Para tanto, foram realizados três estudos exploratórios em organizações hospitalares brasileiras com o objetivo de analisar como estes serviços podem ser qualificados a partir da gestão do conhecimento baseada em evidências utilizando indicadores de desempenho. O referencial bibliográfico sobre Avaliação de Desempenho (Gestão da Qualidade), a aplicação de Sistemas de Informação em hospitais, as contribuições teóricas da Gestão Baseada em Evidências e os constructos à aplicação da Gestão do Conhecimento em serviços hospitalares foram revisados com vistas a realizar uma posterior análise de conteúdo a respeito deste tema. Tratou-se de um estudo essencialmente fenomenológico no qual a estratégia de aplicação da metodologia foi composta por três momentos. (1) Estudo Exploratório A em nove hospitais participantes do Sistema de Indicadores Padronizados para a Gestão Hospitalar com a intenção de qualificar o referencial teórico do projeto de pesquisa, aprimorar as perguntas de pesquisa e desenvolver uma estrutura de analise ajustada a serviços intensivos em conhecimento (KIBS). (2) Etapa Exploratória B: Estudo de Caso (J) em um hospital que atua sob o controle acionário do Ministério da Saúde e destina cem por cento de sua prestação de serviços ao SUS. (3) Etapa Exploratória C: Estudo de Caso (K) em um hospital filantrópico, que por força das regulamentações governamentais tem o mínimo de sessenta por cento de suas operações destinadas ao SUS e os outros quarenta por cento destinados a convênios e particulares. Os dados primários foram coletados através de entrevistas em profundidade realizadas com gestores hospitalares. Dados secundários coletados de relatórios publicados pelos dois hospitais estudados em profundidade foram utilizados para reforçar as análises das entrevistas com pessoas chave, conforme o tipo de arranjo organizacional de cada um dos dois hospitais. As duas instituições estudadas representam a maioria dos serviços hospitalares historicamente relevantes no Brasil, confirmando a relevância deste estudo para o campo aplicado. As análises de dados das três etapas da pesquisa de campo foram realizadas com o apoio do software NVIVO9®. A etapa Exploratória A originou a proposição de uma Estrutura de Análise de Indicadores de Desempenho para a Criação do Conhecimento Organizacional. As associações e conteúdos que emergiram do Caso J mostram como uma organização de saúde pública utiliza-se da avaliação de desempenho, do conhecimento e da pesquisa como recursos estratégicos. O Caso K, por sua vez, revela a primazia do modelo da Gestão da Qualidade com vistas à sustentabilidade assistencial e econômica dos serviços estudados. As conclusões apontam para a influência da pesquisa científica e de critérios de sigilo, confiabilidade e credibilidade quanto à mensuração de desempenho hospitalar através de um sistema de indicadores (A). Além disso, é possível supor que a problemática de hospitais ligados exclusivamente ao SUS direcione o debate teórico para questões assistenciais (B) enquanto que a problemática de hospitais privados e sem fins lucrativos dirija o debate teórico para a redução de custos e eficiência de processos (C). / This thesis aims to contribute conceptually to current literature by analyzing the relationship among the conceptual fields of Performance Evaluation (Total Quality Management TQM), Knowledge Management (KM), and Evidence-based Management (EBMgt), from the perspective of Strategic Management of Resources in knowledge-intensive business services. Three exploratory studies were conducted in Brazilian hospital organizations in order to analyze how these services can be qualified with an evidence-based knowledge management approach using performance indicators. References on Performance Evaluation (TQM), the application of Information Systems in hospitals, theoretical contributions of EBMgt and constructs concerning the application of KM in hospital services were reviewed for the purpose of performing further content analysis on the subject. This was an essentially phenomenological study based on a three-stage strategy for implementing the methodology. (1) Exploratory Stage A: a study was conducted in nine hospitals participating in the System of Standard Indicators for Hospital Management aiming to develop a qualified theoretical framework for research, to improve survey questions, and to develop an analysis framework adjusted to knowledge-intensive business services (KIBS). (2) Exploratory Stage B: a Case Study (J) in a hospital that operates under common ownership by the Brazilian Ministry of Health and exclusively serves the Brazilian public health system. (3) Exploratory Stage C: a Case Study (K) in a charity hospital that, according to government regulations, allocates 60% of services to the Brazilian public health system and 40% to private patients and health plan/fee for service programs. Primary data were collected through in-depth interviews conducted with hospital managers. Secondary data were abstracted from reports published by both hospitals under study and used to strengthen the analysis of interviews with key people, according to the individual organizational arrangement of each hospital. These two institutions represent most of the historically relevant hospital services offered in Brazil, corroborating the relevance of this study to the applied field. Data analysis was performed using NVIVO9®. Data from Exploratory Stage A provided a basis for the proposal of an Analysis Framework of Performance Indicators for the development of an Organizational Knowledge. The content and associations resulting from Case J showed how Performance Evaluation, knowledge and research can be used as strategic resources by public health organizations. Case K, in turn, revealed the primacy of the TQM model targeting health care and economic sustainability of the services investigated. The conclusions suggest the influence of scientific research and criteria of confidentiality, reliability and credibility on the assessment of hospital performance using a system of indicators (A). In addition, we may assume that issues involving hospitals serving exclusively the Brazilian public health system direct the theoretical debate towards welfare issues (B), whereas issues involving private and nonprofit hospitals lead the theoretical debate to address cost reduction and process efficiency (C).

Made available in DSpace on 2016-04-25T16:44:48Z (GMT). No. of bitstreams: 1 FernandaNadai.pdf: 1178180 bytes, checksum: b6c266e959f9300d53d319a6e2151e10 (MD5) Previous issue date: 2006-06-14 / Knowledge is more and more being considered as a main organizational strategic active, mostly in knowledge intensive organizations, as is the case in the Journalism sector; hence slowly we observe an increasing interest for research on knowledge management on this area, particularly regarding ways to improve products and services and helping these kind of organizations to become more competitive. This means creating organizational standards for knowledge processing, as well as developing strategical vision and planning for this purpose. In the Journalism area we observe simultaneously a globalizing trend, pressed by advances on communication technology, as well as a strengthening of local journalism. All this may be considered as part of the Glolocal movement on this Digital Era of Communication, where we deal with real time news at a planetary scale. Under these conditions our research is a case study, based on four interviews on local journals located on the State of São Paulo , looks at the knowledge management processes been used by these kind of organizations related to the four stages of knowledge acquisition, maintenance , stocking and dissemination; as well as problems related to promoting these processes / O conhecimento vem sendo considerado como um dos principais ativos estratégicos das organizações, principalmente naquelas intensivas neste recurso. A atividade jornalística é considerada intensiva em conhecimento, por isso tanto pesquisadores quanto gestores começaram a voltar suas atenções para a gestão deste ativo em empresas com estas características, como meio de melhorar o processo de desenvolvimento de produtos e serviços e de interferir na posição competitiva da empresa. Isto envolve tanto a institucionalização de processos de conhecimento, quanto o estabelecimento de estratégia para sua gestão. Na área jornalística observamos simultaneamente uma tendência mundializadora, impulsionada pelos avanços na área de comunicação e internet; bem como o fortalecimento do jornalismo local, que podemos considerar como manifestações do movimento do glolocal nesta Era Digital da Comunicação na qual se trabalha com notícias em tempo real e em escala planetária. Diante desta realidade, este estudo a partir da realização de quatro entrevistas em empresas jornalísticas regionais do estado de São Paulo - tem a preocupação de identificar os processos de gestão do conhecimento, que envolvem os procedimentos de aquisição, manutenção, armazenamento e disseminação de conhecimentos, utilizados por essas empresas e os fatores que inibem a gestão do conhecimento nestas organizações, munindo-se de dados obtidos em entrevistas de quatro empresas jornalísticas regionais de São Paulo

全球的經濟發展階段已進入知識經濟與服務經濟時代，在知識經濟與服務經濟的交錯發展下，服務業當中依賴專業知識或是特定技術或特定功能領域，並具有高附加價值之知識密集服務業，成為下一波的經濟成長動力。有鑑於知識是知識密集服務業創新的基本要素，知識密集服務業如何透過有效的知識管理提升組織知識的價值，進而不斷的產生創新性的產品或服務，以形成企業的競爭優勢，為企業在經營管理上的重要課題。 本研究將知識密集服務業之知識管理與服務創新模式相結合，探討當企業將知識管理作為策略性工具來實現服務創新的目標時，兩者之關聯性。同時，本研究並深入分析知識密集服務業之知識管理促動因子、知識管理活動以及服務創新的重要影響因素。本研究之研究對象是以一家在國內已推行知識管理多年，且服務創新相當成功的法律事務所作為代表性個案進行研究，並經由學理驗證得出以下研究結論： 在知識管理促動因子與知識管理之關聯性得出以下結論： 1.領導者的態度與明確的知識管理策略是知識管理成功的關鍵因素。 2.企業的團隊合作文化與信任文化越盛行，知識創造與擴散活動越容易進行。 3.資訊科技的選擇性導入，有助於提升組織知識吸收、蓄積與擴散的速度。 4.企業是否提供員工長期性的獎勵措施，會影響員工對知識吸收、創造與擴散活動的參與意願及貢獻程度。 在知識密集服務業之知識管理活動方面得出以下結論： 1.在知識密集服務業的公司，輸入及吸收外部知識是組織能持續進行知識創造的重要方式。 2.基於知識密集服務業之高專業性、高知識密集性的特性，人員的知識與技能是公司知識蓄積的主要載體。 3.知識密集服務業的公司採取以師徒制度為主，教育訓練為輔的人員訓練方式，對知識擴散活動有正面的影響。 在知識密集服務業之服務創新方面得出以下結論： 1.知識密集服務業的公司會根據市場變化與客戶需求來創新服務概念，以提升核心競爭力。 2.知識密集服務業之新客戶介面的重要創新因素，在於能依據實際及潛在客戶的需求特性，建立具有附加價值的服務平台，以提升顧客滿意度。 3.在知識密集服務業的公司，完善的人員教育訓練與人才培育是新服務傳遞系統的重要創新因素。 4.成功創新的知識密集服務業者，於新服務概念、新客戶介面、新服務傳遞系統三構面間的相互配合程度相當良好。 在知識密集服務業之知識管理與服務創新的關聯性得出以下結論： 1.知識密集服務業之知識吸收與創造活動，有助於加速新服務概念的形成。 2.知識密集服務業與客戶間的知識吸收與創造活動，有助於建構符合客戶需求之新客戶介面，並降低創新過程中不確定的風險。 3.知識密集服務業之知識蓄積與擴散活動，對新服務傳遞系統的進行有顯著的正面影響。 4.知識密集服務業將知識管理作為創新服務的策略性工具時，有助於加速實現服務創新的目標。 / In the 21st century, the world economy has two highly important developments: the rise of the service sectors and the growing role of knowledge. Especially, the service sectors have increased dramatically in recent years and they occupy a large share of the economy of advanced industrial societies. Among the service sectors, knowledge-intensive business services (KIBS) is strong momentum of the economic growth. As “knowledge” is a basic element of KIBS’s innovation, how to implement knowledge management effectively to enhance the value of organizational knowledge and make KIBS continually produce innovative products or services as well as create a competitive advantage is an important issue on business management for enterprises. This research aims to combine knowledge management with service innovation and to analyze when KIBS firms adopt knowledge management as a strategy to achieve the objective of service innovation, the relationships between knowledge management and service innovation. This research also describes the issues of knowledge management enablers, knowledge management activities and service innovation implemented in KIBS firms. Additionally, this research, through a case study conducted on a successful law firm in Taiwan, further explored the relationships between knowledge management and service innovation. The conclusion of this research may include in four aspects: 1.The findings of the research regarding relationships between knowledge management enablers and knowledge management in KIBS are as follows: (1)Leadership and clear knowledge management strategy are critical success factors in knowledge management. (2)The more teamwork culture and trust culture existed in KIBS firms, the easier knowledge creation and diffusion activities implemented. (3)Application of appropriate information technology in KIBS firms can enhance the speed of organizational knowledge absorption, accumulation and diffusion. (4)Whether enterprises can offer long-tem incentives to employees will affect employees’ participation willingness and contribution degree for knowledge absorption, creation and diffusion activities thereof. 2.The findings of the research regarding knowledge management activities in KIBS are as follows: (1)In KIBS firms, input and absorb knowledge from external sources is an important manner of continually facilitating knowledge creation. (2)Based on KIBS’s characteristics of high professional and high knowledge-intensive, personnel’s knowledge and skills are main carriers of knowledge accumulation in KIBS firms. (3)In KIBS firms, adoption of “mentoring-based, education and training-supplemented” as staff training methods will make positive impact on knowledge diffusion activities. 3.The findings of the research regarding service innovation in KIBS are as follows: (1)To enhance the core competitiveness, KIBS firms will create “new service concept” in accordance with market changes and customers’ needs. (2)In KIBS firms, a critical innovation factor of “new client interface” is whether they can build a value-added service platform in accordance with actual and potential customers’ needs so as to enhance customer satisfaction. (3)Successful education and training on employees is a critical innovation factor of “new services delivery system” in KIBS firms. (4)In successful KIBS firms, organizational interaction and coordination between “new service concept”, “new customer interface” and “new service delivery system” would be excellent. 4.The findings of the research regarding relationships between knowledge management and service innovation in KIBS are as follows: (1)In KIBS firms, through knowledge absorption and creation activities, it can speed up the formation of “new service concept”. (2)Through Knowledge absorption and creation activities between KIBS firms and their clients, it can assist KIBS firms in building “new client interface” and reducing potential risk in the innovation process. (3)In KIBS firms, knowledge accumulation and diffusion activities may make a significant positive impact on “new service delivery system”. (4)When KIBS firms adopt knowledge management as a strategy to innovate services, it can speed up to achieve the objective of service innovation.

Inledning: Omorganiseringstrenden har varit stark i Sverige under 2000-talet. Ett av motiven har varit att HR-funktionens strategiska personalarbete kan bidra till kostnadseffektivitet och värdeskapande som behövs i en konkurrenskraftig miljö. Kunskapsintensiva organisationer i tillväxt är helt beroende av sitt humankapital och bör definiera behoven att ha ett utstuderat sätt att arbeta med HR.     Syfte: Syftet med studien är att förstå de behov och förväntningar som föreligger att implementera en formaliserad HR-funktion för kunskapsintensiva företag i tillväxt. Vi vill genom studien undersöka HR-funktionens roll och betydelse samt nyansera bilden av organisationens drivkrafter till att implementera en formaliserad HR-funktion.   Metod: Uppsatsen består av en induktiv ansats med en kvalitativ metod. Vi har genomfört en fallstudie på ett medelstort företag i tillväxt i en kunskapsintensiv bransch. All empirisk data har insamlats genom kvalitativa intervjuer på ledningsgruppnivå samt en enkät till samtliga medarbetare på fallföretaget.     Slutsats: De slutsatser vi kommit fram till är att behovet av att implementera en HR-funktion inom kunskapsintensiva företag i tillväxt beror på medarbetarnas attityder, motivation och beteende, som i sin tur påverkar organisationens resultat. De mjuka värdena bör gå hand i hand med de hårda värdena. Humankapitalet är en av de största konkurrensfördelar som morgondagens organisationer kommer att stå inför där tyngdpunkten ligger i att arbeta systematiskt med HR samt att transformera mål och strategier till att bli mer effektiva, värdeskapande och strategiska. / Introduction: Reorganization trend has been strong in Sweden in the 2000s. One of the reasons has been that the HR function's strategic in HR-work can contribute to cost efficiency and creates value, well needed in a competitive environment. Knowledge-intensive organizations in growth are entirely dependent on its human capital, and should examine the need to maintain a studied approach to working with HR.   Purpose: The purpose of this study is to understand the needs and expectations that are in place to implement a formalized HR function for knowledge-intensive companies in growth. We want to study the HR function's role and importance and nuanced the picture of the organization's incentives to implement a formalized HR function.   Method: The paper consists of an inductive approach with a qualitative method. We conducted a case study of a medium sized company in growth in a knowledge-intensive industry. We have collected all the empirical data through qualitative interviews in the management-team and a questionnaire/survey to all employees in the company.   Conclusion: The conclusion we reached is that the need to implement an HR function in knowledge- intensive companies in growth is context, expertise, size and leadership. Human capital is one of the major competitive advantages that tomorrow's organizations will face and the focus is on working systematically with HR and transform goals and strategies to become more efficient, value creation and strategic.

Spatial structures shape human behaviour, or in the words of Bill Hillier – human behaviour does not simply happen in space, it takes on specific spatial forms. How staff interacts in a cellular office differs significantly from the patterns emerging in an open-plan environment. Therefore the dissertation ‘The Space-Organisation Relationship’ analyses how exactly spatial configuration shapes collective behaviours in knowledge-intensive workplace environments. From an extensive literature review it becomes clear that only few insights exist on the relationship between spatial structures and organisational behaviour, despite several decades of intensive research. It is argued that the discourse suffers from disciplinary boundaries; a lack of rigorous research designs; as well as incoherent and outdates studies. Founded on this diagnosis, the dissertation puts up two contrary hypotheses to explain the current state of knowledge: on the one hand it could be argued that hardly any coherent results were found due to the incoherent use of methods and metrics. If this was true it would mean that different organisations would react comparably to similar spatial configurations, if the same methods were used. On the other hand it could be hypothesised that it was inherently impossible to achieve coherent results even with the use of consistent methods, since each space-organisation relationship was unique. To investigate these ideas further, the dissertation employs a combination of qualitative and quantitative methods, embedded within an explorative research design. Both a comparative analysis of different cases and an in-depth study to understand specific organisational behaviours were aimed at by conducting three intensive case studies of knowledge-intensive workplaces: 1) A University, 2) A Research Institute, 3) A Media Company, all of them accommodated in varying spatial structures. Based on a multi-layered analysis of empirical evidence, the dissertation concludes that the relationship between spatial configuration and organisational behaviours can be described by two principles. Firstly, evidence of generic function was found for example between spatial configuration, the placement of attractors, and collective movement flows. These influences are based on general anthropological behaviours and act independently of specific organisational cultures; yet they are rarely found. Secondly, the majority of evidence, especially on more complex organisational constructs such as knowledge flow, organisational cultures and identity suggests that the space-organisation relationship is shaped by the interplay of spatial as well as transpatial solidarities. This means that relationships between people may be formed by either spatial or social proximity. Transpatial relations can overcome distances and are grounded in social solidarities; as such they are not motivated by spatial structures, even though they often mirror spatial order. In essence organisations may react uniquely to comparable spatial configurations. Those two principles – generic function as well as spatial and transpatial solidarities – come in many different forms and jointly shape the character of the space-organisation relationship. This means both hypotheses are true to a degree and apply to different aspects of the space-organisation relationship. / Raumstrukturen beeinflussen menschliches Handeln, oder in den Worten von Bill Hillier – menschliches Verhalten findet nicht nur zufällig im Raum statt, sondern nimmt eine spezifisch räumliche Form an. Das Interaktionsverhalten von Mitarbeitern in einem Zellenbüro beispielsweise unterscheidet sich grundlegend von den Mustern, die sich in einem Großraumbüro entwickeln. Die vorliegende Dissertation „The Space-Organisation Relationship“ beschäftigt sich daher mit der Frage, wie sich die Verbindung zwischen Raumkonfiguration und kollektivem Verhalten einer Organisation in wissensintensiven Arbeitsprozessen gestaltet. Aus der Literatur wird ersichtlich, dass trotz einiger Jahrzehnte intensiver Forschung nur wenige gesicherte Erkenntnisse existieren zur Frage, wie sich Raumstrukturen auf organisationales Verhalten auswirken. Der Diskurs zeigt deutliche Schwächen durch disziplinäre Grenzen, einen Mangel an wissenschaftlich fundierten Studien, sowie inkohärente und teils veraltete Ergebnisse. Um den aktuellen Kenntnisstand zum Verhältnis von Raum und Organisation zu erklären, stellt die Arbeit zwei entgegengesetzte Hypothesen auf: zum einen wird angenommen, dass der Mangel an vergleichenden Studien sowie methodische Schwächen verantwortlich sind für die uneindeutige Beweislage. Sollte dies der Fall sein, müssten in vergleichenden Studien mit gleichem Methodenansatz übereinstimmende Ergebnisse zu finden sein. Dies würde nahe legen, dass jede Organisation als Kollektiv gleich oder zumindest ähnlich auf vergleichbare Raumstrukturen reagiere. Zum anderen wird die entgegengesetzte Hypothese aufgestellt, dass der Charakter und die inhärente Komplexität des Wissensgebietes exakte Aussagen per se unmöglich mache. Dies könnte verifiziert werden, wenn unterschiedliche Organisationen unterschiedlich auf vergleichbare Raumstrukturen reagieren würden, obwohl dieselben wissenschaftlich fundierten Methoden angewendet wurden. Um dies zu überprüfen benutzt die vorliegende Dissertation eine Kombination aus quantitativen und qualitativen Methoden, eingebettet in einen explorativen Forschungsaufbau, um sowohl vergleichende Analysen zwischen Organisationen durchführen, als auch tiefergehende Interpretationen zu spezifischem organisationalem Verhalten anstellen zu können. Die Arbeit stützt sich auf drei intensive Fallstudien unterschiedlicher wissensintensiver Tätigkeiten – einer Universität, einem Forschungsinstitut, und einem Medienunternehmen, die in jeweils unterschiedlichen räumlichen Strukturen agieren (Zellenbüros, Gruppenbüros, Kombibüros, Großraumbüros). Aufbauend auf der vielschichtigen Analyse empirischer Ergebnisse kommt die Dissertation zur Erkenntnis, dass sich das Verhältnis zwischen Raumkonfiguration und organisationalem Verhalten durch zwei Prinzipien beschreiben lässt. Einerseits sind so genannte generische Einflüsse festzustellen, zum Beispiel zwischen Raumkonfiguration, der Platzierung von Ressourcen und Bewegungsmustern. Diese generischen Einflüsse gehen auf grundlegende menschliche Verhaltensmuster zurück und agieren im Wesentlichen unabhängig von spezifischen Organisationskulturen. Allerdings sind sie selten, und nur wenige Faktoren können als generisch angenommen werden. Andererseits ist die überwiegende Mehrheit der Raum-Organisations-Beziehungen bestimmt vom Wechsel zwischen räumlicher und so genannter trans-räumlicher Solidarität, das heißt Beziehungen zwischen Individuen können sich entweder auf räumliche oder soziale Nähe stützen. Trans-räumliche Beziehungen, die sich aufgrund von sozialer Nähe entfalten können beispielsweise Entfernungen überwinden, und sind daher in erster Linie nicht räumlich motiviert, auch wenn sie sich oft in räumlichen Ordnungen widerspiegeln. Diese beiden Prinzipien – generische Einflüsse sowie räumliche und trans-räumliche Funktionsweisen – treten in vielschichtigen Formen auf und bestimmen den Charakter des Verhältnisses zwischen Raum und Organisation. Damit treffen beide der aufgestellten Hypothesen auf unterschiedliche Aspekte und Teilbereiche des Raum-Organisations-Zusammenhangs zu.

Knowledge and knowledge work are key factors of today’s successful companies. This study devises an approach for increasing the performance of knowledge work by shifting it towards a process orientation. Business process management and workflow management are methods for structured and predefined work but are not flexible enough to support knowledge work in a comprehensive way. Case-based reasoning (CBR) uses the knowledge of previously experienced cases in order to propose a solution to a problem. CBR can be used to retrieve, reuse, revise, retain and store functional and process knowledge. The aim of the research was to develop an approach that combines CBR and process execution to improve knowledge work. The research goals are: a casedescription for knowledge work that can be integrated into a process execution system and that contains both functional and process knowledge; a similarity algorithm for the retrieval of functional and procedural knowledge; and an adaptation mechanism that deals with the different granularities of solution parts. This thesis contains a profound literature framework and follows a design science research (DSR) strategy. During the awareness phase of the design science research process, an application scenario was acquired using the case study research method, which is the admission process for a study programme at a university. This application scenario is used to introduce and showcase the combined CBR and process execution approach called ICEBERG-PE, which consists of a case model and CBR services. The approach is implemented as a prototype and can be instantiated using the ICEBERG-PE procedure model, a specific procedure model for ontology-based, CBR projects. The ICEBERG-PE prototype has been evaluated using triangulated evaluation data and different evaluation settings to confirm that the approach is transferable to other contexts. Finally, this thesis concludes with potential recommendations for future research. / Computing / D. Phil. (Information Systems)

Decision-making process is an inherent daily life and business element. Its relevance to administration is such that, for some authors, to make a decision is a synonym of managing (MAXIMIANO, 2011). At the strategic level, these decisions are made by the senior managers of the organization and are related to the execution of the critical activities. This study used the strategy as a social practice approach in the analysis of decision making. By this perspective, the strategy is defined as the way by which the managers and others involved in an organization interact and operate throughout the whole process of formulating and implementing the strategy, focusing on the social practices of everyday life (AVILA et al., 2009). On this study, the background considered in the strategic decision-making process are the organizations of knowledge intensive business (KIBs), characterized by Miles et al. (1995) as companies that rely heavily on professional knowledge, are primary sources of information and knowledge, use their knowledge to produce intermediary production processes of its customers, have great competitive importance and are the main providers of other enterprises. Thus, it was defined as the research objective of this investigation the analysis of how the strategic decision-making process takes place in SICs of Aracaju-SE. To achieve this purpose, a methodological qualitative approach was proposed. The research strategy of multiple cases was adopted in order to describe and, at the same time, to explore the studied phenomenon. Nevertheless, the triangulation of data was developed through the collection on primary sources, conducting interviews and observation, and secondary sources, documental analysis. On the investigated cases, it was observed that companies were unincorporated, and relied on very lean and highly qualified teams. It is noteworthy that the strategic goals and the objectives of the organizations are well defined and disseminated among their peers. Members participate actively on the meetings, but the most crucial issues are concentrated on partners and certain key employees. These actions impact directly on the decision-making, since they are taken together in regular meetings with the participation of all staff and, in some cases, of customers and suppliers. As a consequence, the preponderant influence of external factors – such as customers, suppliers, competitors and technology – is assumed on the decision-making process of these companies. It was also observed the use of analytical methods and software to support the decision-making. Such considerations on how the strategic decision is taken in these organizations reflect the notion of strategy as social practice. This can be observed by the three concepts of the theory: Practitioners of the strategy; social, symbolic and material Practices through which the strategy is carried out and the Praxis or flow of activity in which the strategy is developed. / O processo decisório é um elemento inerente ao cotidiano das pessoas e das empresas, sua relevância para administração é tanta, que para alguns autores tomar decisão é sinônimo de administrar (MAXIMIANO, 2011). No âmbito estratégico, essas decisões são tomadas pelos gestores principais da organização e estão relacionadas com a execução de atividades de caráter crítico. Este trabalho utilizou a concepção de estratégia como prática social na análise da tomada de decisões. Por essa abordagem, a estratégia é definida como o modo pelo qual os gestores e demais envolvidos de uma organização interagem e operam durante todo processo de formulação e de implementação da estratégia, com foco nas práticas sociais do dia a dia (AVILA et al., 2009). Nesse estudo, o pano de fundo considerado na investigação do processo decisório de caráter estratégico são as organizações de serviços intensivas em conhecimento (SICs), caracterizadas por Miles et al. (1995) como empresas que dependem fortemente de conhecimentos profissionais, são fontes primárias de informação e conhecimento, usam seu conhecimento para a produção de serviços de intermediação de processos de produção de seus clientes, possuem grande importância competitiva e são as principais fornecedoras de outras empresas. Dessa forma, definiu-se como objetivo de pesquisa a análise de como o processo decisório de cunho estratégico se realiza nas SICs da cidade de Aracaju-SE. Para alcançar tal finalidade, propôs-se uma abordagem metodológica de cunho qualitativo, na qual a estratégia de pesquisa de casos múltiplos foi adotada com o propósito de descrever e, ao mesmo tempo, explorar o fenômeno em questão. Não obstante, buscou-se a triangulação dos dados mediante sua coleta em fontes primárias, realização de entrevistas e observação, e em fontes secundárias, análise de documentos. Nos casos pesquisados, observou-se que as empresas foram constituídas em sociedade, além de contarem com equipes bastante enxutas e com alto nível de qualificação. Destaca-se que as metas e os objetivos estratégicos das organizações são bem definidos e disseminados entre seus pares. Os membros participam ativamente das reuniões, mas os assuntos mais cruciais são concentrados nos sócios e em alguns funcionários-chave. Essas ações impactam diretamente na tomada de decisão, pois são tomadas conjuntamente em frequentes reuniões com a participação de toda equipe e, em alguns casos, com clientes e fornecedores. Como consequência, presume-se a preponderante influência de fatores externos, como clientes, fornecedores, concorrência e tecnologia no processo decisório dessas empresas. Observa-se ainda utilização de métodos de análise e softwares para apoiar a tomada de decisão. Tais ponderações sobre como a decisão estratégica é tomada nessas organizações refletem a noção de estratégia como prática social na medida em que mostram a relação dos três conceitos da teoria, a saber: os Praticantes da estratégia; as Práticas sociais, simbólicas e materiais por meio das quais a estratégia é realizada e a Práxis, fluxo de atividade na qual a estratégia é desenvolvida. / São Cristóvão, SE

Bakgrund: Kunskapsintensiva organisationer upplever svårigheter när det kommer till att behålla medarbetare och de tvingas således arbeta för att hantera den frivilliga personalomsättningen. Den svenska advokatbranschen genomgår förändring och medarbetare byter arbetsgivare i allt större utsträckning. Samtidigt pågår diskussioner kring huruvida monetära- och icke-monetära incitamentssystem påverkar medarbetarnas motivation, arbetstillfredsställelse och engagemang. Därav har intresset väckts för att studera huruvida incitamentssystem påverkar den frivilliga personalomsättningen inom advokatbyråer verksamma i Sverige. Syfte: Syftet med studien är att skapa en ökad förståelse för hur incitamentssystem påverkar den frivilliga personalomsättningen inom advokatbyråer verksamma i Sverige. Metod: Studien innehar en kvalitativ forskningsstrategi och ett konstruktionistisktperspektiv. Arbetet följer en abduktiv ansats och en tematisk analys används viddata analysen. Syftet och forskningsfrågorna besvaras genom att utnyttja en flerfallsstudie på två olika advokatbyråer verksamma i Sverige, där 14 semi-strukturerade intervjuundersökningar ligger till grund för inhämtandet av det empiriska materialet. Slutsats: Studien påvisar att kunskapsintensiva organisationer bör utforma incitamentssystem med både monetära och icke-monetära incitament där en förståelse för att incitamentssystem kan påverka andra medarbetare än vad som var avsett är viktig. Monetära incitament tycks påverka arbetstillfredsställelsen men har begränsad effekt på medarbetarnas motivation och engagemang. De icke-monetära incitamenten tenderar att påverka den frivilliga personalomsättningen i större utsträckning / Background: Knowledge-intensive organizations experience difficulties when it comes to retaining employees and they are obliged to handle the voluntary turnover. The Swedish law branch of industry experiences a period of change where employees change employers to a greater extent. At the same time, there are ongoing discussions about how monetary- and non-monetary incentives affect employee motivation, job satisfaction and commitment. Therefore, it is interesting to study how incentive systems affect voluntary turnover in Swedish law firms. Purpose: The study aims to increase the understanding of how incentive systems affect the voluntary turnover in Swedish law firms. Methodology: The study is designed according to a qualitative research strategy and has a constructionist perspective. The work follows an abductive approach, and a thematic analysis is used when analyzing the data. The purpose and research questions are answered by utilizing a multiple-case study of two Swedish law firms, where 14 semistructured interviews generate the empirical material. Conclusion: The study shows that knowledge-intensive organizations should design incentive systems with both monetary and non-monetary incentives where an understanding that incentive systems can affect other employees than what was intended is important. Monetary incentives seem to affect job satisfaction but have a limited effect on employee motivation and commitment. The non-monetary incentives tend to affect voluntary employee turnover to a greater extent.

Spatial structures shape human behaviour, or in the words of Bill Hillier – human behaviour does not simply happen in space, it takes on specific spatial forms. How staff interacts in a cellular office differs significantly from the patterns emerging in an open-plan environment. Therefore the dissertation ‘The Space-Organisation Relationship’ analyses how exactly spatial configuration shapes collective behaviours in knowledge-intensive workplace environments. From an extensive literature review it becomes clear that only few insights exist on the relationship between spatial structures and organisational behaviour, despite several decades of intensive research. It is argued that the discourse suffers from disciplinary boundaries; a lack of rigorous research designs; as well as incoherent and outdates studies. Founded on this diagnosis, the dissertation puts up two contrary hypotheses to explain the current state of knowledge: on the one hand it could be argued that hardly any coherent results were found due to the incoherent use of methods and metrics. If this was true it would mean that different organisations would react comparably to similar spatial configurations, if the same methods were used. On the other hand it could be hypothesised that it was inherently impossible to achieve coherent results even with the use of consistent methods, since each space-organisation relationship was unique. To investigate these ideas further, the dissertation employs a combination of qualitative and quantitative methods, embedded within an explorative research design. Both a comparative analysis of different cases and an in-depth study to understand specific organisational behaviours were aimed at by conducting three intensive case studies of knowledge-intensive workplaces: 1) A University, 2) A Research Institute, 3) A Media Company, all of them accommodated in varying spatial structures. Based on a multi-layered analysis of empirical evidence, the dissertation concludes that the relationship between spatial configuration and organisational behaviours can be described by two principles. Firstly, evidence of generic function was found for example between spatial configuration, the placement of attractors, and collective movement flows. These influences are based on general anthropological behaviours and act independently of specific organisational cultures; yet they are rarely found. Secondly, the majority of evidence, especially on more complex organisational constructs such as knowledge flow, organisational cultures and identity suggests that the space-organisation relationship is shaped by the interplay of spatial as well as transpatial solidarities. This means that relationships between people may be formed by either spatial or social proximity. Transpatial relations can overcome distances and are grounded in social solidarities; as such they are not motivated by spatial structures, even though they often mirror spatial order. In essence organisations may react uniquely to comparable spatial configurations. Those two principles – generic function as well as spatial and transpatial solidarities – come in many different forms and jointly shape the character of the space-organisation relationship. This means both hypotheses are true to a degree and apply to different aspects of the space-organisation relationship.:Acknowledgements Table of Contents 1. Introduction – Space and Organisation 2. Literature Review – Space as Intangible Asset of an Organisation 2.1. Organisation Theory – Key Themes and Strands 2.2. Organisation and Space – The Forerunners 2.3. Organisation and Space – The Early Works (1960’s-1980’s) 2.3.1. Contributions Summarising the Discourse 2.3.2. Contributions Providing More Empirical Evidence 2.3.3. The Other Side of the Coin: Neglecting the Role of Physical Space 2.4. Organisation and Space – The Lean Years (1980s-1990s) 2.4.1. Continuous Neglect of Space as an Influence 2.4.2. Filling the Gaps in the Common Knowledge on Space and Organisations 2.4.3. Space Syntax as a New Emerging Theory 2.5. Organisation and Space – Recent Rediscoveries (1995 onwards) 2.5.1. Organisational Behaviour 2.5.2. Organisational Constitutions 2.6. Organisation and Space – Conclusions on a Fragmentary Evidence Base 2.6.1. Disciplinary Boundaries and Disciplinary Cultures 2.6.2. Speculative Presumptions 2.6.3. Vague Operationalisation 2.6.4. Contradictory Evidence 2.6.5. Outdated Studies Lacking Further Articulation 2.6.6. Conclusions 3. Methodology 3.1. Research Design – Inductive and Deductive Approaches 3.2. Case Study Research 3.3. Qualitative Methods 3.3.1. Structured Short Interviews 3.3.2. Semi-Structured In-Depth Interviews 3.3.3. Ethnographic Space Observations 3.3.4. Analysis of Written Documents 3.4. Quantitative Methods 3.4.1. Standardised Online Questionnaires 3.4.2. Space Syntax Analysis 3.4.3. Structured Space Observations 4. Introduction to the Case Studies 4.1. University School – High Quality Teaching and World-Leading Research 4.2. Research Institute – An International Location for Theoretical Physics 4.3. Media Corporation – Business To Business Magazines and Services 4.4. Overview of the Cases 5. Spatial Configuration – The Integration of Buildings, Spaces and Functions 5.1. Spatial Configuration 5.1.1. University School – Pre 5.1.2. University School – Post 5.1.2. Research Institute 5.1.3. Media Corporation: Publisher C – Pre 5.1.4. Media Corporation: Publisher R – Pre 5.1.5. Media Corporation: Information Business W – Pre 5.1.6. Media Corporation: Events Organiser K – Pre 5.1.7. Media Corporation – Post 5.1.8. Spatial Configuration – A Comparative Overview of All Buildings 5.1.9. The Case of Satellite Offices and their Configurational Implications for the Organisations 5.2. Spatial Strategies – Distribution of Resources 5.2.1. Spatial Integration of Facilities and Functions 5.2.2. Distance and Proximity 5.3. Conclusions on the Building Potentials of Configurations-in-Use 6. Organisational Behaviour in Space – Movement Flows and Co-Presence 6.1. Collective Patterns of Movement 6.2. Density of Movement 6.3. Presence and Co-Presence: Intensity of Activities 6.3.1. Publisher C – From Four Separated Floors into One Compact Space 6.3.2. Publisher R – Increasing Interaction Dynamics 6.3.3. Information Business W – Changed Environments in the Same Building 6.3.4. Events Organiser K – The Loss of an Intimate Workplace 6.3.5. Conclusions on Co-Presence and Interactivity 6.4. Conclusions on Spatialised Organisational Behaviours 7. The Space-Organisation Relationship 7.1. How Spatial Configuration-in-Use Shapes Collective Patterns of Movement 7.1.1. Strong and Weakly Programmed Movement – Spatial Configuration as an Influence on the Distribution of Movement in Complex Buildings 7.1.2. Movement and Encounter – Attractors in Space 7.2. How Movement Density Drives Interactivity 7.3. How Proximity Governs Interaction Patterns and Network Densities 7.3.1. Distances between Individuals and Resulting Patterns of Contact 7.3.2. Distances between Individuals – Adjacencies and Neighbourhoods in the Office 7.3.3. Distances within Teams – Evolving Networks of Interaction 7.3.4. Conclusions on Proximity and Interaction 8. Discussion and Conclusions 8.1. Space as Generic Function 8.1.1. Movement as Generic Function in Office Spaces 8.1.2. Generic Function – Contradicting Human Agency? 8.2. Spatiality and Transpatiality 8.2.1. The Preference of Spatial over Transpatial Modes 8.2.2. The Preference of Transpatial over Spatial Modes 8.2.3. Balance and Imbalance of Spatiality and Transpatiality 8.2.4. Different Scales of Spatiality and Transpatiality 8.2.5. Conclusions: Spatial and Transpatial Organisations 8.3. The Interplay between Generic Function and Spatiality/Transpatiality 8.4. Final Conclusions and Future Research Appendix A: How to Construct Netgraphs from Questionnaire Data Appendix B: Used Documents Appendix C: List of Figures Appendix D: List of Tables References / Raumstrukturen beeinflussen menschliches Handeln, oder in den Worten von Bill Hillier – menschliches Verhalten findet nicht nur zufällig im Raum statt, sondern nimmt eine spezifisch räumliche Form an. Das Interaktionsverhalten von Mitarbeitern in einem Zellenbüro beispielsweise unterscheidet sich grundlegend von den Mustern, die sich in einem Großraumbüro entwickeln. Die vorliegende Dissertation „The Space-Organisation Relationship“ beschäftigt sich daher mit der Frage, wie sich die Verbindung zwischen Raumkonfiguration und kollektivem Verhalten einer Organisation in wissensintensiven Arbeitsprozessen gestaltet. Aus der Literatur wird ersichtlich, dass trotz einiger Jahrzehnte intensiver Forschung nur wenige gesicherte Erkenntnisse existieren zur Frage, wie sich Raumstrukturen auf organisationales Verhalten auswirken. Der Diskurs zeigt deutliche Schwächen durch disziplinäre Grenzen, einen Mangel an wissenschaftlich fundierten Studien, sowie inkohärente und teils veraltete Ergebnisse. Um den aktuellen Kenntnisstand zum Verhältnis von Raum und Organisation zu erklären, stellt die Arbeit zwei entgegengesetzte Hypothesen auf: zum einen wird angenommen, dass der Mangel an vergleichenden Studien sowie methodische Schwächen verantwortlich sind für die uneindeutige Beweislage. Sollte dies der Fall sein, müssten in vergleichenden Studien mit gleichem Methodenansatz übereinstimmende Ergebnisse zu finden sein. Dies würde nahe legen, dass jede Organisation als Kollektiv gleich oder zumindest ähnlich auf vergleichbare Raumstrukturen reagiere. Zum anderen wird die entgegengesetzte Hypothese aufgestellt, dass der Charakter und die inhärente Komplexität des Wissensgebietes exakte Aussagen per se unmöglich mache. Dies könnte verifiziert werden, wenn unterschiedliche Organisationen unterschiedlich auf vergleichbare Raumstrukturen reagieren würden, obwohl dieselben wissenschaftlich fundierten Methoden angewendet wurden. Um dies zu überprüfen benutzt die vorliegende Dissertation eine Kombination aus quantitativen und qualitativen Methoden, eingebettet in einen explorativen Forschungsaufbau, um sowohl vergleichende Analysen zwischen Organisationen durchführen, als auch tiefergehende Interpretationen zu spezifischem organisationalem Verhalten anstellen zu können. Die Arbeit stützt sich auf drei intensive Fallstudien unterschiedlicher wissensintensiver Tätigkeiten – einer Universität, einem Forschungsinstitut, und einem Medienunternehmen, die in jeweils unterschiedlichen räumlichen Strukturen agieren (Zellenbüros, Gruppenbüros, Kombibüros, Großraumbüros). Aufbauend auf der vielschichtigen Analyse empirischer Ergebnisse kommt die Dissertation zur Erkenntnis, dass sich das Verhältnis zwischen Raumkonfiguration und organisationalem Verhalten durch zwei Prinzipien beschreiben lässt. Einerseits sind so genannte generische Einflüsse festzustellen, zum Beispiel zwischen Raumkonfiguration, der Platzierung von Ressourcen und Bewegungsmustern. Diese generischen Einflüsse gehen auf grundlegende menschliche Verhaltensmuster zurück und agieren im Wesentlichen unabhängig von spezifischen Organisationskulturen. Allerdings sind sie selten, und nur wenige Faktoren können als generisch angenommen werden. Andererseits ist die überwiegende Mehrheit der Raum-Organisations-Beziehungen bestimmt vom Wechsel zwischen räumlicher und so genannter trans-räumlicher Solidarität, das heißt Beziehungen zwischen Individuen können sich entweder auf räumliche oder soziale Nähe stützen. Trans-räumliche Beziehungen, die sich aufgrund von sozialer Nähe entfalten können beispielsweise Entfernungen überwinden, und sind daher in erster Linie nicht räumlich motiviert, auch wenn sie sich oft in räumlichen Ordnungen widerspiegeln. Diese beiden Prinzipien – generische Einflüsse sowie räumliche und trans-räumliche Funktionsweisen – treten in vielschichtigen Formen auf und bestimmen den Charakter des Verhältnisses zwischen Raum und Organisation. Damit treffen beide der aufgestellten Hypothesen auf unterschiedliche Aspekte und Teilbereiche des Raum-Organisations-Zusammenhangs zu.:Acknowledgements Table of Contents 1. Introduction – Space and Organisation 2. Literature Review – Space as Intangible Asset of an Organisation 2.1. Organisation Theory – Key Themes and Strands 2.2. Organisation and Space – The Forerunners 2.3. Organisation and Space – The Early Works (1960’s-1980’s) 2.3.1. Contributions Summarising the Discourse 2.3.2. Contributions Providing More Empirical Evidence 2.3.3. The Other Side of the Coin: Neglecting the Role of Physical Space 2.4. Organisation and Space – The Lean Years (1980s-1990s) 2.4.1. Continuous Neglect of Space as an Influence 2.4.2. Filling the Gaps in the Common Knowledge on Space and Organisations 2.4.3. Space Syntax as a New Emerging Theory 2.5. Organisation and Space – Recent Rediscoveries (1995 onwards) 2.5.1. Organisational Behaviour 2.5.2. Organisational Constitutions 2.6. Organisation and Space – Conclusions on a Fragmentary Evidence Base 2.6.1. Disciplinary Boundaries and Disciplinary Cultures 2.6.2. Speculative Presumptions 2.6.3. Vague Operationalisation 2.6.4. Contradictory Evidence 2.6.5. Outdated Studies Lacking Further Articulation 2.6.6. Conclusions 3. Methodology 3.1. Research Design – Inductive and Deductive Approaches 3.2. Case Study Research 3.3. Qualitative Methods 3.3.1. Structured Short Interviews 3.3.2. Semi-Structured In-Depth Interviews 3.3.3. Ethnographic Space Observations 3.3.4. Analysis of Written Documents 3.4. Quantitative Methods 3.4.1. Standardised Online Questionnaires 3.4.2. Space Syntax Analysis 3.4.3. Structured Space Observations 4. Introduction to the Case Studies 4.1. University School – High Quality Teaching and World-Leading Research 4.2. Research Institute – An International Location for Theoretical Physics 4.3. Media Corporation – Business To Business Magazines and Services 4.4. Overview of the Cases 5. Spatial Configuration – The Integration of Buildings, Spaces and Functions 5.1. Spatial Configuration 5.1.1. University School – Pre 5.1.2. University School – Post 5.1.2. Research Institute 5.1.3. Media Corporation: Publisher C – Pre 5.1.4. Media Corporation: Publisher R – Pre 5.1.5. Media Corporation: Information Business W – Pre 5.1.6. Media Corporation: Events Organiser K – Pre 5.1.7. Media Corporation – Post 5.1.8. Spatial Configuration – A Comparative Overview of All Buildings 5.1.9. The Case of Satellite Offices and their Configurational Implications for the Organisations 5.2. Spatial Strategies – Distribution of Resources 5.2.1. Spatial Integration of Facilities and Functions 5.2.2. Distance and Proximity 5.3. Conclusions on the Building Potentials of Configurations-in-Use 6. Organisational Behaviour in Space – Movement Flows and Co-Presence 6.1. Collective Patterns of Movement 6.2. Density of Movement 6.3. Presence and Co-Presence: Intensity of Activities 6.3.1. Publisher C – From Four Separated Floors into One Compact Space 6.3.2. Publisher R – Increasing Interaction Dynamics 6.3.3. Information Business W – Changed Environments in the Same Building 6.3.4. Events Organiser K – The Loss of an Intimate Workplace 6.3.5. Conclusions on Co-Presence and Interactivity 6.4. Conclusions on Spatialised Organisational Behaviours 7. The Space-Organisation Relationship 7.1. How Spatial Configuration-in-Use Shapes Collective Patterns of Movement 7.1.1. Strong and Weakly Programmed Movement – Spatial Configuration as an Influence on the Distribution of Movement in Complex Buildings 7.1.2. Movement and Encounter – Attractors in Space 7.2. How Movement Density Drives Interactivity 7.3. How Proximity Governs Interaction Patterns and Network Densities 7.3.1. Distances between Individuals and Resulting Patterns of Contact 7.3.2. Distances between Individuals – Adjacencies and Neighbourhoods in the Office 7.3.3. Distances within Teams – Evolving Networks of Interaction 7.3.4. Conclusions on Proximity and Interaction 8. Discussion and Conclusions 8.1. Space as Generic Function 8.1.1. Movement as Generic Function in Office Spaces 8.1.2. Generic Function – Contradicting Human Agency? 8.2. Spatiality and Transpatiality 8.2.1. The Preference of Spatial over Transpatial Modes 8.2.2. The Preference of Transpatial over Spatial Modes 8.2.3. Balance and Imbalance of Spatiality and Transpatiality 8.2.4. Different Scales of Spatiality and Transpatiality 8.2.5. Conclusions: Spatial and Transpatial Organisations 8.3. The Interplay between Generic Function and Spatiality/Transpatiality 8.4. Final Conclusions and Future Research Appendix A: How to Construct Netgraphs from Questionnaire Data Appendix B: Used Documents Appendix C: List of Figures Appendix D: List of Tables References

Ce travail doctoral s’intéresse aux choix du mode d’entrée des PME de service d’ingénierie souhaitant s’implanter sur les marchés émergents. Le contexte est à un double titre : un pays d’économie en transition, la Russie, et une PME du type Born Global de services à forte intensité de connaissances (SFIC), secteur parapétrolier. Notre recherche porte sur la détermination des facteurs qui permettent de franchir avec succès les barrières à l’entrée dans ce contexte. Nous avons procédé à la collecte des données empiriques primaires sur le terrain en conduisant une analyse qualitative exploratoire longitudinale d’étude de cas unique sur la période 2006-2013. L’étude de cas a été privilégiée afin de valider nos propositions de recherche issues des travaux scientifiques identifiés tel que les théories concernant les modes d’entrée, les PME Born Global, l’internationalisation des activités de services aux entreprises, les réseaux relationnels. Les résultats obtenus montrent que les PME SFIC du type Born Global se développe à l’international en suivant leurs clientèles, en s’appuyant sur le marketing relationnel et sur leur réseau comme un outil d’accès à une information fiable dans une espace volatile, à la différenciation de l’offre et à la rapidité de réaction pour exploiter une stratégie de niche. La nature d’activité des SFIC nécessite pour convaincre les clients, d’exploiter les capacités rhétoriques du personnel en contact, faire attention à l’image projetée et de gérer les relations et les interactions avec les clients centraux. Nos résultats font apparaître l’importance de l’étape pré-export pour la réussite du projet d’implantation dans ce contexte de marché. / This research work focuses on the entry mode choices that best fit the needs of SMEs of engineering services which set up their business into emerging markets. The context is twofold: a country with transition economy, Russia, and the so-called « Born Global » SME of knowledge intensive business services (KIBS), operating in the oilfield sector. Our study tries to identify factors that may help successfully overcome the entry barriers in this particular context. To conduct this research, we used an empirical approach of primary data collected directly from the field. Our exploratory qualitative analysis has been carried out longitudinally and involves data collection of single case study over the period 2006-2013. The method of single case study was privileged in order to validate our research proposals that emerged from the theoretical background related to the works about: entry mode, « Born Global » SME, the internationalization of professional business service, networks. Our descriptive results indicate that « Born Global » KIBS firms attempt to set up their business by following their clients, through relationship marketing and networks approach as a tool to get an access to reliable information in the turbulent environment, reinforced by the offer differentiation, reactivity and a niche strategy. The work and the outcomes of KIBS cannot be immediately evaluated, which require to convince customers through the management of rhetorical skills of contact persons, image production and interactions with central clients. Moreover, our results show the importance of pre-export phase to perform better the set up project in the context of emerging market.