Organizations over the globe and most of all Small and Meduim sized enterprises (SME) are seeking growth in their markets but also trying to reach new ones. Lately the importance of internationalization has risen and it became more important that those enterprises look for ways to concquer foreign markets. This is realised through having Subsediaries in the different countries that act and run like the parent company. In order to properly reach this target the importance of organizational Knowledge and Practices transfer rise.This Master Thesis will examine the factors which influence the transfer of knowledge and practices with an international SME.

I organisationer idag börjar det bli mer och mer centralt att fokusera på medarbetarnas innovationsmöjligheter och kunskap. Organisationer bör numera fokusera mer på den tysta kunskapen och göra denna explicit för att utnyttja den fulla potentialen till innovation. I dagens organisationer krävs det även att medarbetarna vågar arbeta över gränserna och att ledningen tydliggör att allas input inom organisationen värderas likvärdigt. Denna kvalitativa studie bygger på intervjuer med fem personer, som alla har ledningspositioner inom Organisationen AB. Utgångspunkt i studien att undersöka, ur ledningsperspektiv, ledningens roll i att stimulera till innovation och lärandeprocesser för lagring och hämtning av kunskap inom organisationen. Det insamlade materialet har tolkats samt analyserats och återfinns under empiri och analys avsnittet. I slutet av studien ges förslag till förbättringar.

Made available in DSpace on 2015-05-14T12:20:12Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2189518 bytes, checksum: dbc9f4366d488cdfb03af665e6ef6558 (MD5) Previous issue date: 2014-09-05 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The research discusses how to exercise the knowledge management in the context of the Dean of Personnel Management (Progep) a federal institution of higher education, the Federal University of Paraíba (UFPB). The strategy of exploratory research was quantitative, with descriptive and analytical approach, based on a case study from the method Organizational Knowledge Assessment (OKA), developed by the World Bank. Performs the diagnosis of knowledge management, discussing their concepts, identifying aspects, and existing processes, measuring up the maturity stage, interpreting the existing metrics, and considering the dimensions "People", "Processes" and "Systems" . The research involved four phases: document analysis, interviews with leaders, application of OKA method and analysis of results. Applied a questionnaire containing 199 questions with metrics for analyzing 14 dimensions. The sample field consist of 24 managers, of which thirteen answered the questionnaire in mixed form. The results were summarized and interpreted; and presented by the radar diagram type, with the overall vision of the organization (mean score obtained with the responses of all subjects) and associated with each dimension score. In 43% of the analyzed dimensions was evident a conceptual alignment between senior managers (AG) and middle managers (GI). The dimensions belonging to the People element achieved the highest score (20.02) on the radar of GI, which is considered in the context of OKA median, and average on the radar of the two groups the score was high (22.38); while those dimensions on the elements Processes and systems had lower yield management practices knowledge to obtain median score on scale processes (16.7) for GI and high (21.56) for the AG. And regarding those systems had a median score (16.2) for GI, high (23.07) for the AG and median (19.65) for the average of both - with the exception of high scores in the People element (24 , 72) and processes (26,44) demonstrated the radar generated by the AG. It is recorded also that the lack of an institutional program of knowledge management deficitariamente impacted the dimensions analyzed by the OKA. The completion of the Diagnostic and a qualitative analysis of indicators obtained in the study indicate Pará as dimensions that need to be worked in Progep / UFPB , para and a need to recognize what the unit has a key role in creation process and management of institutional knowledge , proposing actions for improvement of these dimensions and para new study points possible futures. / A pesquisa estuda como se exerce a gestão do conhecimento uma instituição federal de ensino superior, no contexto da Pró-Reitoria de Gestão de Pessoas (Progep), da Universidade Federal da Paraíba (UFPB). A estratégia da pesquisa exploratória é quantiqualitativa, com enfoque descritivo e analítico, baseada em estudo de caso, a partir do método Organizational Knowledge Assessment (OKA), desenvolvido pelo Banco Mundial. Realizou-se o diagnóstico da gestão do conhecimento, em que se discutiu conceitos basilares e identificaram-se aspectos e processos vigentes, mensurando-se o estágio de maturidade e interpretando-se as métricas existentes com base nas dimensões Pessoas , Processos e Sistemas . Metodologicamente, a pesquisa envolveu quatro fases: análise documental, entrevistas com dirigentes, aplicação do método OKA e análise dos resultados. Aplicou-se um questionário contendo 199 questões com métricas para análise de 14 dimensões. O campo amostral compõem-se de 24 gestores, dos quais treze responderam ao questionário na forma mista. Os resultados foram sistematizados e interpretados, apresentados por meio de diagrama do tipo radar, com a visão geral da organização (considerando a média das pontuações obtidas com as respostas de todos participantes da pesquisa) e a pontuação associada à cada dimensão. Em 43% das dimensões analisadas evidenciou-se um alinhamento conceitual entre os altos gestores (AG) e os gestores intermediários (GI). As dimensões relacionadas ao elemento Pessoas alcançaram maior pontuação (20,02) no radar dos GI, sendo essa pontuação considerada mediana no contexto do OKA. No tocante à média no radar dos dois grupos, a pontuação obtida foi alta (22,38). As dimensões relativas aos elementos Processos e Sistemas apresentaram menor produtividade em práticas de gestão do conhecimento, ao obter pontuação mediana no elemento Processos (16,7) para os GI e alta (21,56) para os AG. Já aquelas referentes a Sistemas obtiveram pontuação mediana (16,2) para os GI, alta (23,07) para os AG e mediana (19,65) para a média de ambos - com exceção das pontuações altas obtidas no elemento Pessoas (24,72) e Processos (26,44) demonstrados no radar gerado pelos AG. Registra-se, ainda, que a falta de um programa institucional de gestão do conhecimento impactou deficitariamente, nas dimensões analisadas por meio do OKA, no âmbito da Progep. A finalização do diagnóstico e a análise qualitativa dos indicadores obtidos no estudo apontam para as dimensões que precisam ser trabalhadas na Progep/UFPB, e para a necessidade de se reconhecer que a unidade tem um papel fundamental no processo de criação e gestão do conhecimento institucional, propondo ações para melhorias dessas dimensões e para novos pontos de possíveis estudos futuros.

Abstract ¡@¡@In this era of knowledge-based economy, the environment is changing fast. The continuous progress of information technology plays the important role for putting knowledge-based management into practice. On the other hand, because of appearance of knowledge-based management, persons gradually realize it become harder to produce concrete result by person¡¦s knowledge and effort. Members of organization, Nowadays, must use teamwork to gain organizational-knowledge and through communication & coordination between teams and members to finish tasks for achieving enterprise¡¦s goal. ¡@¡@This research is using the concept and the method of knowledge-based management and process management to build up organization and process design for achieving the strategy goal of enterprise. It also explores how to find adequate knowledge through information technology in the shortest time and transform the knowledge into the reliable organizational-knowledge by sharing and applying. In addition, the topics of the research include linking engineering knowledge and organizational form from a clear goal of technology strategy according to the point of view of system process integration. Under the process structure of the research, we seek and evaluate key indexes of affecting performance to develop the ability of fast developing new technology and new process. And intend to expedite organization toward creating knowledge developing related to enterprise¡¦s strategies in order to get better competitive edge.

Made available in DSpace on 2016-06-24T04:18:48Z (GMT). No. of bitstreams: 1 DissertacaoCompleta PDF.pdf: 2478045 bytes, checksum: db7514b422c0fc08adefe772014913e8 (MD5) Previous issue date: 2004-11-25 / In the current context of the age of knowledge one of the biggest challenges faced for the organizations it is to manage the tacit knowledge. Some unsatisfactory initiatives have presented resulted and the returns of the investments have not been the waited one for the organizations. To manage the knowledge is basic to keep the competitiveness in a market each more demanding time, where, to add new values to the product it depends, basically, of an efficient management of the intellectual assets. But, as to manage the knowledge that is in the head of the people? How to motivate them it the sharing? To answer to these questions, the study it understood a supported theoretical referencial in management of the knowledge, internal marketing and corporative vestibules. The quantitative, descriptive research and of field was carried through in the SERPRO and counted on the opinion of 55 managers of the knowledge. The result was the identification of the necessary subsidies for elaboration of programs that allow to measure and to implement practical of recognition and rewards aiming at to to improve sharing of the enterprise knowledge. One presents a proposal for the construction of strategical and operational a panel of pointers, making possible the application of objective criteria in the awarding process and rewards. It is concluded that only the existence of a corporative vestibule is not condition enough to guarantee the sharing of the enterprise knowledge, is necessary to develop practical adjusted motivations, together to its picture of collaborators, so that the tacit knowledge can be shared in corporative vestibules. / No contexto atual da era do conhecimento um dos maiores desafios enfrentados pelas organiza????es ?? o de gerir o conhecimento t??cito. Algumas iniciativas t??m apresentado resultados insatisfat??rios e, consequentemente, o retornos dos investimentos n??o tem sido o esperado pelas organiza????es. Gerir o conhecimento ?? fundamental para manter a competitividade num mercado cada vez mais exigente, onde, agregar novos valores ao produto depende, basicamente, de uma gest??o eficaz dos ativos intelectuais. Mas, como gerenciar o conhecimento que est?? na cabe??a das pessoas? Como motiv??-las ao compartilhamento? Para responder a estas quest??es, o estudo compreendeu um referencial te??rico apoiado em gest??o do conhecimento, marketing interno e portais corporativos. A pesquisa quantitativa, descritiva e de campo foi realizada no SERPRO e contou com a opini??o de 55 gestores do conhecimento. O resultado foi a identifica????o dos subs??dios necess??rios para elabora????o de programas que permitam mensurar e implementar pr??ticas de reconhecimento e recompensas visando alavancar o compartilhamento do conhecimento organizacional. Apresenta-se uma proposta para a constru????o de um painel de indicadores estrat??gico e operacional, viabilizando a aplica????o de crit??rios objetivos no processo de premia????o e recompensa. Conclui-se que apenas a exist??ncia de um portal corporativo n??o ?? condi????o suficiente para garantir o compartilhamento do conhecimento organizacional, ?? preciso desenvolver pr??ticas motivacionais adequadas, junto ao seu quadro de colaboradores, para que o conhecimento t??cito possa ser compartilhado em portais corporativos.

依據資策會市場情報中心的統計，1997 年我國資訊硬體工業海內外的總產值已達 302 億美元，成長率達 24.8%，顯示台灣的資訊硬體工業佔世界市場--主要的地位。資訊硬體工業在我國發展相當成功，其發展歷程與分工方式值得探討，而更值得注意的是，資訊產業 廠商如何能在變動快速的外界環境條件下，運用組織內外部的資源不斷的進行知識吸收、創造與擴散。 本研究由「組織為知識流動、創造與蓄積的載體」的角度出發，試圖在本土優秀廠商組織能耐持續深化的過程中，歸納出台灣資訊硬體工業的組織知識創造模式，藉以發掘台灣獨特 (Taiwan-specific) 的競爭優勢。主要研究問題包括：(1) 技術特質如何影響組織知識流通？(2) 團隊領導與組織情境如何影響組織知識流通？(3) 臺灣資訊硬體業特有的創新模式與組織知識流通模式為何？ 本研究採個案研究法，共訪問六家廠商，主要研究結論如下： (一) 技術特質不同，組織知識流通隨之不同 (1)路徑相依度：本研究發現當路徑相依度低時，知識吸收將較依賴外界的知識來源，知識創造過程中的團隊自主性將較高。反之，當路徑相依度高時，知識吸收將較依賴內部的知識來源，知識創造過程中的團隊自主性將較低。 (2)模組化程度：本研究發現當模組化程度高時，知識吸收將傾向分散式的知識交流網路，知識創造過程中成員間的分工較清楚，而且團隊創造的知識較能以模組的形式儲存擴散。反之，當路徑相依度高時，知識吸收將傾向集中式的知識交流網路，知識創造過程中成員間的分工較難切割清楚，而且團隊創造的知識較無法以模組的形式儲存擴散。 (3)技術複雜程度 本研究發現當技術複雜度較高時，知識吸收的來源較廣泛，知識創造過程中的團隊多樣性與正式化程度將較高，而且知識愈傾向於以外顯方式蓄積擴散。反之，當技術複雜度較低時，知識吸收的來源較狹隘，知識創造過程中的團隊多樣性與正式化程度將較低，而且知識愈傾向於以內隱方式蓄積擴散。 (二) 團隊領導與組織情境不同，組織知識流通隨之不同 本研究發現師徒制是台灣資訊硬體公司重要的訓練制度，專案的知識儲存方式因此傾向蓄積於個人之上，本研究亦歸納出不同形式的專案領導人對於組織知識流通影響的角度不同。此外，當個人激勵與團隊績效連結程度愈高時，愈有助於知識創造過程中的團隊合作程度，而且當組織各個團隊間的正式與非正式溝通較頻繁時，則有助於內部知識擴散，較能發揮整體組織知識的槓桿效果。 (三) 台灣資訊硬體業的創新特色 從個案的實地探索之中，本研究依據 Henderson and Clark (1990) 提出的學習模式，發現在替先進國廠商的代工經驗中，台灣逐漸吸取了先進國產品設計與製造的知識，因此近年來，雖然關鍵組件多操控在日商與美商的手裡，但是許多台灣優秀的廠商則試圖在產品架構方面進行創新，亦即在整體搭配方面進行突破，設法讓整個產品成本降低或功能提昇，這種現象可見於筆記型電腦產業、掃描器產業、CD-ROM 產業、Monitor，產業等。依據以上的觀察，本研究歸納出台灣資訊硬體業的創新特色是屬於架構方面的創新，對於關鍵組件的創新能力則相對較弱。此外，本研究同時發現本土廠商由於規模較小，因此很難像歐美廠商般以總部的中央貧驗室來進行長期的研發，所以主要扮演的角色為快速的追隨者．，負責盡快將新技術商品化，而透過上下游跨組織的知識流通使得我國廠商能在快速追隨者的定位上持續保有競爭力。

This research focuses on how conservation authorities create organizational knowledge to enhance adaptive capacity to improve environmental policy. Organizational knowledge creation refers to the ability to create, disseminate and embody knowledge to improve products, services and systems (Nonaka and Takeuchi 1995). Organizational knowledge is required for building adaptive capacity, which is defined as the ability to anticipate, respond to and learn from disturbance and change. Highly adaptive organizations can anticipate, respond to and learn from disturbances to adjust management practices and overcome weaknesses in policy created by changing circumstances (Ascher 2001). As quasi-government agencies responsible for water management in Ontario, conservation authorities need to respond to change if they are to learn from past experiences and develop innovative water resource policy that adequately addresses increasingly complex social-ecological problems. A broad multidisciplinary literature review was conducted to develop a theoretical framework of conditions that potentially facilitate organizational knowledge creation and adaptive capacity. A case study analysis was conducted using five conservation authorities to acquire insight into the circumstances under which these conditions facilitate knowledge creation and adaptive capacity based on practical water resource management experience in three programs areas: flood damage reduction, low water response and source water protection. The case studies include Credit Valley Conservation, Grand River Conservation Authority, Maitland Valley Conservation Authority, Nottawasaga Valley Conservation Authority and Toronto Region Conservation Authorities and were chosen because they reflect a cross section of institutional attributes in terms of budget, staff, rate of growth and population. A qualitative, exploratory research methodology was employed to undertake analysis of empirical evidence from 64 semi-structured interviews with water resource practitioners. Analysis of interview transcripts was conducted with QSR NVivo, a computer-assisted qualitative data analysis software, to provide insight into the role facilitating conditions played in water resource management. Findings from the analysis suggest there are twelve facilitating conditions for creating organizational knowledge to enhance adaptive capacity in conservation authorities. A conceptual model illustrates the relative importance of the facilitating conditions to conservation authorities and highlights three core conditions: values of trust and respect, social capital and accountability. The other nine conditions include leadership, surveillance of the environment, social memory, autonomy, motivation, conditions for social interaction, dialogue, shared vision and adaptive mental models. The conceptual model identifies and operationalizes theoretical facilitating conditions in water resource management. The model has a strong theoretical underpinning developed through a consolidation of insights from various fields of study including social-ecological systems, knowledge management, organizational learning and collaborative planning. The model’s structure is derived from the observations and experiences of practitioners in managing water resources and can in turn, provide practitioners with an opportunity to recognize how their daily activities and decisions can influence organizational knowledge creation processes and adaptive capacity. From a planning perspective, this research highlights the importance of creating organizational knowledge and building adaptive capacity in planning institutions to improve their ability to develop informed and adaptive public policy.

What operational factors can explain the performance differences between manufacturing firms? Scholars have produced a significant volume of research that examines the linkages between operational factors (resources and practices) and firm performance. There is agreement that organizational capabilities mediate the relationship between operational factors and firm performance. However, due to the numerous and sometimes contradictory definitions of organizational capabilities in the literature and because organizational capabilities includes non-operational factors, it has been suggested that operational capabilities, as a sub construct of organizational capabilities, is more appropriate for establishing an empirical relationship between operational factors and firm performance. Scholars have argued that process improvement practices facilitate the development of operational capabilities, which can consequently lead to improved firm performance. Other scholars have argued that process improvement practices facilitate organizational knowledge creation, which can also influence firm performance. We integrate these two theoretical perspectives into a single conceptual model that better explains the relationship between knowledge-creating practices and firm operational performance. Specifically, we argue that knowledge-creating practices play a significant role in developing a firm’s operational capabilities, which in turn, influence firm operational performance. This research investigates the existence of a relationship between organizational knowledge creation and firm operational performance that is mediated by operational capabilities.

This research focuses on how conservation authorities create organizational knowledge to enhance adaptive capacity to improve environmental policy. Organizational knowledge creation refers to the ability to create, disseminate and embody knowledge to improve products, services and systems (Nonaka and Takeuchi 1995). Organizational knowledge is required for building adaptive capacity, which is defined as the ability to anticipate, respond to and learn from disturbance and change. Highly adaptive organizations can anticipate, respond to and learn from disturbances to adjust management practices and overcome weaknesses in policy created by changing circumstances (Ascher 2001). As quasi-government agencies responsible for water management in Ontario, conservation authorities need to respond to change if they are to learn from past experiences and develop innovative water resource policy that adequately addresses increasingly complex social-ecological problems. A broad multidisciplinary literature review was conducted to develop a theoretical framework of conditions that potentially facilitate organizational knowledge creation and adaptive capacity. A case study analysis was conducted using five conservation authorities to acquire insight into the circumstances under which these conditions facilitate knowledge creation and adaptive capacity based on practical water resource management experience in three programs areas: flood damage reduction, low water response and source water protection. The case studies include Credit Valley Conservation, Grand River Conservation Authority, Maitland Valley Conservation Authority, Nottawasaga Valley Conservation Authority and Toronto Region Conservation Authorities and were chosen because they reflect a cross section of institutional attributes in terms of budget, staff, rate of growth and population. A qualitative, exploratory research methodology was employed to undertake analysis of empirical evidence from 64 semi-structured interviews with water resource practitioners. Analysis of interview transcripts was conducted with QSR NVivo, a computer-assisted qualitative data analysis software, to provide insight into the role facilitating conditions played in water resource management. Findings from the analysis suggest there are twelve facilitating conditions for creating organizational knowledge to enhance adaptive capacity in conservation authorities. A conceptual model illustrates the relative importance of the facilitating conditions to conservation authorities and highlights three core conditions: values of trust and respect, social capital and accountability. The other nine conditions include leadership, surveillance of the environment, social memory, autonomy, motivation, conditions for social interaction, dialogue, shared vision and adaptive mental models. The conceptual model identifies and operationalizes theoretical facilitating conditions in water resource management. The model has a strong theoretical underpinning developed through a consolidation of insights from various fields of study including social-ecological systems, knowledge management, organizational learning and collaborative planning. The model’s structure is derived from the observations and experiences of practitioners in managing water resources and can in turn, provide practitioners with an opportunity to recognize how their daily activities and decisions can influence organizational knowledge creation processes and adaptive capacity. From a planning perspective, this research highlights the importance of creating organizational knowledge and building adaptive capacity in planning institutions to improve their ability to develop informed and adaptive public policy.

Purpose – This research focuses on finding the reasons, why members from different sectors join a cross-sector/multi-stakeholder CSR network and what motivates them to share (or not to share) their knowledge of CSR and their best practices. Design/methodology/approach – Semi-structured interviews were conducted with members of the largest cross-sector CSR network in Sweden. The sample base of 15 people was chosen to be able to represent a wider variety of members from each participating sectors. As well as the CEO of the intermediary organization was interviewed. The interviews were conducted via email and telephone. Findings – The findings include several reasons linked to the business case of CSR such as stakeholder pressure, competitive advantage, legitimacy and reputation as well as new reasons like the importance of CSR, and the access of further knowledge in the field. Further reasons are in line with members wanting to join a network, such as access to contact or having personal contacts. As to why members are sharing their CSR knowledge, the findings indicate to inspire others, to show CSR commitment, to be visible, it leads to business opportunity and the access of others knowledge, and because it was requested. Reasons for not sharing their knowledge would be the lack of opportunity, lack of time and the lack of experience to do so. Originality/value – The research contributes to existing studies, which focused on Corporate Social Responsibility and cross-sector networking as well as to inter-organizational knowledge sharing in the field of CSR.