This paper identifies the profiles of Brazilian firms according to their use of knowledge management (KM) practices, and then compares both innovative performance and organisational performance among these profiles. It contributes to the knowledge-based view literature by extending our knowledge about the most efficient configurations of KM practices in emerging countries. A sample of 206 Brazilian firms was surveyed, and cluster analysis was used for identifying the firm profiles. We found that in emerging countries like Brazil, there are different firm profiles regarding the KM practices they use, and these configurations may lead the firm to different levels of performance. Specifically, we found that firms that achieve superior innovation performance have configurations of KM practices that include a high use of strategic management of knowledge, Information and communication technologies (ICT) that supports KM, and three knowledge-based human resource management practices: recruitment, training and development, and appraisal.
A inserção dos jovens no mercado de trabalho catarinense é um dos desafios que precisam ser superados para que o estado cresça e se torne mais competitivo. As informações levantadas na Carta da Indústria de Santa Catarina mostram que mais de 38% dos empresários entendem que o desinteresse das novas gerações em trabalhar na indústria é o segundo maior desafio enfrentado pela economia do estado. No contexto brasileiro, os dados da Pesquisa Nacional por Amostra de Domicílios (PNAD) apontam que 23% dos jovens entre 15 e 29 anos de idade não trabalhavam nem estudavam ou se qualificavam. Em Santa Catarina, a proporção de jovens nessa situação é de 14,3% em 2017. Diante dessa problemática, em que há uma força de trabalho potencial oriunda da quantidade de jovens que não estudam, não trabalham e não se qualificam, o objetivo deste artigo é analisar o cenário econômico catarinense, buscando entender porque esses jovens não se sentem atraídos pelos benefícios que a qualificação e a formalização do emprego são capazes de fornecer. A metodologia adotada neste artigo é de natureza teórico-empírica e do tipo exploratória-descritiva, com abordagem longitudinal, e consiste em levantamento e análise descritiva dos dados obtidos junto ao Ministério do Trabalho e Emprego. Além disso, serão observadas as tendências globais de profissões futuras para os jovens. A análise dos dados mostra que a indústria de Santa Catarina é a terceira no ranking dos maiores salários pagos aos jovens, e que a automatização das tarefas do mercado de trabalho se configura como uma ameaça ao ingresso do jovem na indústria. Há uma tendência na redução de números de jovens, e eles devem diminuir não apenas na indústria, mas nos setores como um todo. Entretanto, apesar desse envelhecimento populacional, as novas gerações demandam mudanças. É necessário que haja uma reestruturação dos conhecimentos laborais para comportar esse contingente no mercado de trabalho por mais tempo.
Knowledge is recognized as an organizational asset in projects, as it reduces failures, improves competencies, and saves resources. Knowledge sharing (KS), specifically, brings value to projects. However, it is poorly investigated in project management literature, as generally previous works have focused on IT and civil construction projects. The literature has described some factors which foster or inhibit KS, nevertheless, there is little consensus about KS enablers and barriers in the project’s contexts. Therefore, this paper investigates KS enablers and barriers in a socio-environmental project. It adopted Action Research as the strategy of investigation. Observations and semi-structured interviews were used for data collection, as well as field notes. The thematic analysis method was used for data analysis. The results highlight the participants’ systemic thinking, which can explain why the feeling of dependence and perceived personal benefits were assumed as KS enablers. Also, the team's collaborative and empathetic behavior and the participants' openness to dialogue influenced positively the intention to share knowledge. The project’s horizontal organizational structure and the availability of virtual and physical spaces facilitated the knowledge flow. Most of the interviewees were professors which possibly influenced their KS behavior. The social restrictions imposed by COVID-19 were a KS barrier. In addition, the team size, lack of time, and the multidisciplinary character of the project likely hindered KS. Surprisingly, the lack of previous social ties was not a significant KS barrier. In summary, our results confirmed previous results regarding KS enablers, and we found systemic thinking as a KS enabler. As a KS barrier, we highlighted the lack of time, suggesting it is common in projects due to their limited timeline. These findings add to the KS literature, mainly to analyze an organizational context that is unsatisfactorily investigated. Furthermore, this study helps managers to identify KS enablers and barriers aimed at adopting appropriate organizational interventions to increase KS. Moreover, this research has shown evidence from a multidisciplinary project from the socio-environmental field which needs to integrate several professionals' knowledge to provide substantial conclusions regarding the social, cultural, and natural aspects they were analyzing.
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