Gestão do conhecimento pessoal de especialistas para a efetividade organizacional: proposta de framework em uma empresa de consultoria

Abstract

Currently, the knowledge is recognized as the strategic value to organizations due your capacity of change and the contribution to achieving organizational effectiveness. Therefore, organizations needs to manager their knowledges effectively through consistent processes of expansion, dissemination and exploitation of existing knowledge, as well as to promote actions to encourage the creation of new knowledge consciously and systematically. In this regards, personal knowledge management helps individuals to become more efficient in terms of relationship in their personal life, work and networks, allowing them to make effective contributions to the organization in terms of decision-making and solving problem. The organizations that are operating in the service industry, whose intensive knowledge is recognized as having high added intellectual value, facing the constant challenge to transforming tacit knowledge into explicit so that it can be constantly applied and renewed. From now, the main objective of this research was to propose a framework to assist the specialists of the consultant company in the process of formation, socialization and transferring their personal (deep smarts) knowledge. In addition, the study had investigated how the organization uses the infrastructure and the processes of knowledge (GOLD et al., 2001), checked the tacit dimension and its theoretical development (NONAKA and TAKEUCHI, 1997), identified existing knowledge based on the concept of relational networks and analyzed the matrix of knowledge functions concerning the cultivation and transferring (deep smarts) knowledge (LEONARD and SWAP, 2005), which is a form of specialized tacit knowledge based on accumulated experiences throughout life. The study is classified as qualitative research and descriptive approach, developed through bibliography, field research and simple case study. The data were collected through semi-structured interviews with employees and participant observation. The analysis was carried out through the methods of the inductive analysis proposed by Thomas (2006), categorization and descriptive coding presented by Gibbs (2009) and the pattern matching exhibited by Trochim 1989). The research has demonstrated that the consulting company shows a weakness in two important aspects of Personal Knowledge Management: the lack of a structured model to the knowledge transferring process and absence of evidence regarding the creation of new business from the application of new knowledge. In order to react to this scenario, the framework is proposing considering four macro areas classified in (i) People; (ii) Environment; (iii) Technology and (iv) Processes, in a continuous flow through which the Personal Knowledge Management should be developed. The results indicate that in general approach, individuals form their knowledges from social influences received in the life, then socialize their knowledges through the dialogues to validate or absorb knowledges from more experienced people and transfer their knowledges during their jobs.