scholarly journals Initiatives of Knowledge Management in Brazilian Chamber of Deputies

2016 ◽  
Vol 1 (1) ◽  
pp. 1 ◽  
Author(s):  
Roberto Campos da Rocha Miranda ◽  
Nilson Rodrigues De Assis
Keyword(s):  
Knowledge Management ◽  
Empirical Research ◽  
Theoretical Approach ◽  
Public Organizations ◽  
Public Organization ◽  
Strategic Knowledge ◽  
Senior Managers ◽  
Research Results ◽  
Strategic Knowledge Management ◽  
Chamber Of Deputies

<p><em>This paper aims to enlighten the complexity of Knowledge Management (KM) in public organizations in Brazil, particularly in Legislative Institutions. A mainly theoretical approach was considered to show an overview of KM in Brazilian Chamber of Deputies (CD). Besides the documentary and bibliographical research, results of an empirical research with senior managers in the Institution are presented as well as analysis of the KM experience considering a Strategic Knowledge Management (SKM) approach. The motivation to for this study lays on the opportunity to discuss how KM can be better used in a public organization, as well as to indicate tendencies and defies sharing knowledge in parliamentary context. Preliminarily, as far as the Brazilian CD is concerned, results point that we are far away from real and effective KM , and there are just some no integrated initiatives in course.</em></p>

Strategic Knowledge Management in Public Organizations

2011 ◽  
pp. 3594-3599
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Organizations ◽  
Strategic Knowledge ◽  
Work Processes ◽  
Public Governance ◽  
The Public ◽  
Administrative Functions ◽  
Knowledge Processes ◽  
New Public ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance. Among the most critical factors in this transformation is knowledge, for most of what has happened has increased the overall demand to create and process knowledge, and to utilize it in the performance of governmental functions. The success of public organizations depends increasingly on how efficiently they utilize their knowledge assets and manage their knowledge processes in adjusting to local and contextual changes, as illustrated in Figure 1 (cf. Gupta, Sharma, & Hsu, 2004, p. 3; Skyrme, 1999, p. 34, Fletcher, 2003, pp. 82-83). This requires that special attention be paid to strategic knowledge management. In the early organization theories of public administration, knowledge was predominantly conceptualized within the internal administrative processes, thus to be conceived of as bureaucratic procedures, rationalization of work processes, identification of administrative functions, and selected aspects of formal decision making. New perspectives emerged after World War II in the form of strategic planning and new management doctrines. The lesson learned from strategic thinking is that we need information on the external environment and changes therein in order to be able to adapt to and create new opportunities from these changes (see Ansoff, 1979; Bryson, 1995). As the complexity in societal life and related organizational interdependency has increased due to globalization and other trends, new challenges of managing organization-environment interaction also emerged (cf. Skyrme, 1999, p. 3).

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

scholarly journals Maturidade em gestão do conhecimento: análise das percepções dos gestores de uma grande empresa de construção civil

2016 ◽  
Vol 21 (1) ◽  
pp. 375 ◽  
Author(s):  
Carlos Henrique Cotta Natale ◽  
Jorge Tadeu Ramos Neves ◽  
Rodrigo Baroni Carvalho
Keyword(s):  
Knowledge Management ◽  
Maturity Model ◽  
Strategic Knowledge ◽  
Strategic Knowledge Management

<p><strong>Introdução:</strong> A partir da aplicação de um modelo de maturidade em Gestão do Conhecimento (GC), uma empresa pode ser capaz de identificar práticas de GC que podem ser melhoradas e, ou, implantadas.</p><p><strong>Objetivo:</strong> O objetivo é identificar a percepção dos gestores em relação à maturidade das práticas de gestão do conhecimento em uma grande empresa de construção civil.</p><p><strong>Metodologia:</strong> Trata-se de uma pesquisa descritiva qualitativa conduzida em duas etapas com o grupo dos 15 principais gestores (alta administração) por meio de uma entrevista e questionário semiestruturado (100 questões e 6 níveis) lastreado no modelo de maturidade <em>Strategic Knowledge Management Maturity Model</em> (KRUGER; SNYMAN, 2007) </p><p><strong>Resultados:</strong> Constatou-se que a empresa está no estágio inicial de GC. O modelo S-KMMM permitiu identificar iniciativas departamentais isoladas e processos de GC que podem ser implantados e, ou, aprimorados.</p><strong>Conclusões:</strong> Observou-se que a aplicação do modelo de maturidade em gestão do conhecimento foi útil para que os gestores da empresa reconhecessem que as práticas de GC correntes são realizadas de maneira isolada, intuitiva e informal. A aplicação do modelo S-KMMM se mostrou válida para avaliação sistemática e alinhamento estratégico das iniciativas organizacionais de GC.

Strategic Knowledge Management in Public Organizations

2011 ◽  
pp. 2159-2167 ◽  
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

Strategic Knowledge Management in Public Organizations

2005 ◽  
pp. 2632-2637
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Management ◽  
New Public Management ◽  
Public Organizations ◽  
Public Governance ◽  
The Public ◽  
New Public ◽  
New Public Governance ◽  
And Control ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance.

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