PurposeThe purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines.Design/methodology/approachThe study is based on a qualitative approach, and it draws data from a four‐month field study at a blown‐molded glass factory. Data collection techniques included interviews, informal conversations and on‐site observations, and data were interpreted using content analysis.FindingsThe results indicated that sharing of tacit knowledge is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals, and HRM practices such as the provision of formal training, on‐the‐job training and incentives.Practical implicationsThis paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue‐collar workers.Originality/valueDespite the acknowledgement of the importance of blue‐collar workers' knowledge, both the knowledge management and operations management literatures have devoted limited attention to it. Studies related to knowledge management in unstructured working environments are also not abundant.

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O trabalho analisa os métodos c técnicas de pesquisa descritos nos relatos publicados nos Anais do ENEGEP - de 1996 a 1998. Utilizando a tipologia proposta por Filippini (1997), os trabalhos foram classificados de acordo com o tipo de pesquisa utilizado e os resultados foram comparados aos encontrados por Filippini nos anais do congresso do DSI. As principais conclusões são: incentivo a um maior número de trabalhos com pesquisa de campo e a necessidade de aprofundamento e maior rigor metodológico no planejamento e na condução das pesquisas.
This paper analyses the research approaches and methods used in the papers of the proceedings of the 1996, 1997 and 1998 ENEGEP's. Starting from a typology developed by Filippini (1997), the research methods used were classified and compared with the results found by Filippini in the proceedings of the DSI conference. The main conclusions point toward the need of deeper methodological concern and better use of research methodos and to more empirical-based research

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The phonographic industry has undergone successive changes since the 1950s driven by technological innovation. It used to be dominated by a few large integrated firms, and a limited variety of products, but small and medium-sized enterprises (SMEs) have grown in importance and are considered the drivers of change and innovation. In that new scenario, specialized service providers perform manufacturing and logistics activities, and the market is shared between large and SMEs. The Internet and mobile communications have opened new possibilities for content distribution, and the phonographic industry has been facing uncertainties since the early 2000. This study describes the evolution of the phonographic industry and analyzes two independent Brazilian firms, which developed competencies to explore new business possibilities in the current business scenario.Resumo: Desde o anos 1950, a indústria fonográfica vem passando por transformações sucessivas, comandadas pelo desenvolvimento tecnológico. De um setor dominado por grandes empresas verticalizadas, com pequena diversidade de produtos, ela passou a ser uma indústria na qual pequenas e médias empresas desempenham papel importante na prospecção de tendências e lançamento de produtos. Nela, as atividades de manufatura e distribuição são executadas por fornecedores especializados, e o mercado é compartilhado entre as grandes e as pequenas e médias empresas. A Cadeia de Produção Musical vem passando atualmente por uma fase de incertezas e indefinições, devido às novas possibilidades criadas pela chamada "desmaterialização da música", isto é, a distribuição de música pela internet ou pela telefonia celular. Este texto apresenta a evolução da cadeia de produção musical e destaca dois exemplos de empresas brasileiras que desenvolvem novas atividades e competências que exploram as possibilidades existentes na atual configuração da cadeia brasileira. Palavras-chave:Desverticalização. Indústrias criativas. Cadeia de produção musical. Inovação tecnológica.