A semiótica do compartilhamento de conhecimento tácito: um estudo sob a perspectiva do interacionismo simbólico

Abstract

This article proposes an integrated theoretical model, combining Polanyi and Peirce constructs - tacit knowledge and semiotics, respectively - under the symbolic interactionist perspective. It aims to understand how signs are manifested as mediators in the tacit knowledge sharing process among members of a cooperative organization. It is based on: a theoretical articulation of the principles of tacit knowledge, which defends the ineffability of this kind of knowledge; semiotic theory, in which signs are a representation of “something for someone” and imply that everything in the world is a sign; and the symbolic interactionist view. This theoretical integration presents a significant theoretical contribution because it proposes a process of semiotic perception to tacit knowledge sharing. This perspective suggests that tacit knowledge sharing occurs through symbolic interaction, mediated by semiotics; this innovative model depends both on internal and external conditions, albeit involving aspects outside organizational control.

Process Proposal to Creating and Evaluating Value for the Customer

“…The proposal also inserts the knowledge management process proposed by Miguel (2010), as well as marketing concepts defended by Kotler (2004), Kotler and Keller (2012), Kotler and Armstrong (2008) and Kohli and Jaworski (1990), Narver and Slater (1990), and, briefly, consumer behavior in Churchill's visions; Churchill and Peter (2000), Solomon (2002), Mowen and Minor (2003), Blackwell et al (2005) and Karsaklian (2008).…”

“…In the case of OEM customers, understanding their needs and desires is much more rational and explicable by the customer, which does not exclude the possibility that he From the understanding of what can become an offer of value to the customer/consumer, it is time for the company to look at itself and evaluate its resources, aiming at creating the value offer. This step involves the noblest and essential resource arising from the company's knowledge management process (Miguel, 2010).…”

“…As Cavalcanti and Gomes (2001, p. 55) The knowledge management process proposed by Miguel (2010) captures business intelligence, being permeated by four phases. The first one is identifying the knowledge necessary for the development of organizational competencies, a phase that occurs in the accomplishment of the strategic plan when it is sought to determine the existing entrepreneurial skills and those demanded by the market that still need to be developed in the organization.…”

“…The last stage, storage, contemplates registering all the explicit knowledge contained in the organization. Another complex process because strategies related to competitiveness must define what knowledge should be stored, which should be discarded, and how this will be done since this implies organizational memory and aspects of its culture (Miguel, 2010).…”