Análise de nível de maturidade em gestão de conhecimento: diagnóstico do Tribunal de Contas do Estado de Santa Catarina.
Introduction: this article presents a study conducted to diagnose the maturity level of knowledge management (KM) at the Court of Audit of the State of Santa Catarina (TCE/SC), an entity responsible for the external control of administrative acts at the state level. Method: a descriptive research me...
| Autores: | , |
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| Tipo de recurso: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2024 |
| País: | Brasil |
| Institución: | Universidade Federal do Paraná (UFPR) |
| Repositorio: | AtoZ (Curitiba) |
| Idioma: | portugués |
| OAI Identifier: | oai:ojs.pkp.sfu.ca:article/91824 |
| Acceso en línea: | https://revistas.ufpr.br/atoz/article/view/91824 |
| Access Level: | acceso abierto |
| Palabra clave: | Gestão do conhecimento Níveis de maturidade de GC Tribunal de Contas. Knowledge Management KM Maturity Levels Court of Audit |
| Sumario: | Introduction: this article presents a study conducted to diagnose the maturity level of knowledge management (KM) at the Court of Audit of the State of Santa Catarina (TCE/SC), an entity responsible for the external control of administrative acts at the state level. Method: a descriptive research method was used, applying a diagnostic tool for KM maturity (Federal Highway Police Knowledge Management Model - MGCPRF), developed by Sell, Freire & Todesco. It was adapted from the model created by the Asian Productivity Organization (APO) and the Knowledge Management Model for Brazilian Public Administration (MGCAPB). Results: through the application of this tool, it was possible to analyze eight criteria/dimensions, namely: (a) strategy, (b) leadership, (c) processes, (d) people, (e) technology, (f) knowledge processes, (g) learning and innovation, and (h) results. This examination allowed the entity's KM maturity to be classified at level 3 (on a scale of 1 to 5), indicating that the entity recognizes the importance of managing knowledge and its role in optimizing its responsibilities. The diagnosis aimed to identify what the organization knows and needs to know, and to state what it does and needs to do to meet or even enhance its strategic drivers (Batista, 2012), serving as the basis for developing a KM plan. Conclusion: The model used in this study provides the main elements for analyzing the necessary steps to achieve a higher level of KM in the organization. Future research can use the same model to study similar organizations in a comparative manner or even suggest the proposition of a KM initiative plan to optimize the work developed by the entity |
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