Companies that engage in captive offshoring activities as part of their strategic decisions, experience “known and unknown” hidden costs during its implementation influencing a firm’s performance. In this sense, analyzing the hidden costs of the knowledge transfer from different managerial levels and perspectives contributes to conceptualize and enrich the OS literature from the experience of a case study. The purpose of this thesis is to explore the hidden costs in the knowledge transfer as part of the OS implementation from a multi-level managerial perspective. This research has a qualitative methodology and as a research strategy the authors choose interviews that were performed online. The interviews consists of 8 managers from different levels. The findings show that managers from different levels have identified key aspects of the “known and unknown” hidden costs in the knowledge transfer within the micro-level during the OS implementation towards improving outcomes expectations. Communication has been found as a critical factor for the knowledge flow representing the main constraint of an efficient transfer of tacit knowledge in which international projects are influenced by high cultural, language gaps, and geographical distance. Unknown hidden cost was reflected in an unexpected high turnover and limited time frame.

Communication is a key aspect of organizational success and along with technological improvements and increase in use of digital tools, it is becoming more important to understand how to undertake the change process known as digitalization. This paper researches the digitalization performed within a higher education institute in order to cope with Covid-19 and how communication was performed at different levels within the hierarchy. The aim is to identify how communication during change differs across the hierarchy and especially how this ties together with change management, role/position, and leadership. Furthermore, this will be compared against existing research and literature on communication to see whether there exist contradictions or contrasts which may be identifiable using i.e. position. The research question developed for this is: How do managers at different levels in the hierarchy of a higher education institute communicate with their staff during an externally forced digitalization? The findings show that, in practice, there are clear differences between the way managers at different levels in this institute communicate during the change process. This includes aspects such as the clearly reduced communication resulting from the more limited timeframe lower levels of management get prior to the implementation of change. It also includes certain speculative differences based on the information presented during interviews, although it is presented as speculative as the information may not present the full story. While these differences can be important to note in terms of their practical influence, it is also interesting from a theoretical perspective as new theories will need to be developed: It is also relevant for the societal aspect as e.g. differences between upper and lower managers, especially during challenging times such as digitalization, can lead to needless stress and friction if they are not understood.

Made available in DSpace on 2016-12-01T19:18:43Z (GMT). No. of bitstreams: 1 74198.pdf: 25249 bytes, checksum: b802f204012db79aa9c8ffb787a6f67d (MD5) Previous issue date: 2006-12-15 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Organizational values are the principles that, day-by-day, guide the practices and politics implemented by an organization, define the parameters for the decisions and the classification of what must be more or less valued, and defines also what deserves greater or minor attention during the work and in the managerial conduction. Diverse influences exist on the way as the people perceive the values of an organization, influences these that can go since the personality and personal values until social and structural situations, as the position someone rates in the organization. The convergence in the perception of the values facilitates the agreement concerning about what must be done, the way as it must be done and the results expected from it. The divergence, on the other hand, can be source of confusion and of dispersion of efforts, when considerate that the people dedicate themselves to what they perceive as important. Ahead of this, the objective of this work consisted in verifying the existence of congruence of perception concerning the organizational values of a company, considering the positions taken by people in different hierarchic levels of the organization. To accomplish that, a qualitative and interpretative research was developed, using the method of the Study of Case, carried through the company Unimed Florianópolis Cooperativa de Trabalho Médico. Data have being collected through organizational documents and opened interviews. The conclusion points with respect to the existence of divergences in these perceptions, however, nor always related to the position rated in the hierarchic level, indicating the existence of other influences on the values perceived by the people in an organization. / Os valores organizacionais são os princípios que norteiam as políticas e práticas implementadas pela organização no seu dia-a-dia, os parâmetros para as decisões e para a hierarquização do que deve ser mais ou menos valorizado, do que merece maior ou menor atenção durante o trabalho e na condução gerencial. Existem diversas influências sobre a maneira como as pessoas percebem os valores de uma organização, influências estas que podem ir desde a personalidade e valores pessoais até situações sociais e estruturais, como a posição ocupada na organização. A uniformidade na percepção dos valores facilita o entendimento acerca do que deve ser feito, da maneira como deve ser feito e dos resultados esperados. A não-uniformidade, por outro lado, pode ser fonte de confusão e de dispersão de esforços, haja vista que as pessoas dedicam-se àquilo que percebem como importante. Diante disto, o objetivo deste trabalho constituiu verificar a existência de uniformidade de percepção acerca dos valores organizacionais de uma empresa, considerando-se as posições ocupadas por pessoas em diferentes níveis hierárquicos da organização. Para isso, desenvolveu-se uma pesquisa qualitativa e interpretativa, com a utilização do método do Estudo de Caso, realizada na Unimed Florianópolis Cooperativa de Trabalho Médico. Os dados foram coletados por meio de documentos organizacionais e entrevistas abertas, aplicadas junto aos gestores de dois níveis hierárquicos da organização. A conclusão aponta para a existência de não-uniformidades nestas percepções, entretanto, nem sempre relacionadas ao nível hierárquico ocupado, indicando a existência de outras influências sobre os valores percebidos pelas pessoas na organização.