Processo de captação de conhecimento: um estudo em indústrias do Estado do Paraná
The purpose of this text was to verify how manufacturing industries in the State of Paraná,which use the Toyota Production System, carry out the process of capturing and retainingknowledge of their employees. What supports and justifies the study is the importance thatexists in knowing the scenario...
| Autores: | , |
|---|---|
| Tipo de recurso: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2020 |
| País: | Brasil |
| Institución: | Universidade Federal do Rio Grande do Norte (UFRN) |
| Repositorio: | Revista Informação na Sociedade Contemporânea |
| Idioma: | portugués |
| OAI Identifier: | oai:periodicos.ufrn.br:article/19899 |
| Acceso en línea: | https://periodicos.ufrn.br/informacao/article/view/19899 |
| Access Level: | acceso abierto |
| Palabra clave: | Knowledge management. Knowledge conversion. Tacit Knowledge. Explicit Knowledge. Organizational Learning Conversão de conhecimento Conhecimento Tácito Conhecimento Explícito Aprendizagem Organizacional Gestão do Conhecimento |
| Sumario: | The purpose of this text was to verify how manufacturing industries in the State of Paraná,which use the Toyota Production System, carry out the process of capturing and retainingknowledge of their employees. What supports and justifies the study is the importance thatexists in knowing the scenario in which companies are inserted, their competitors, theirdifficulties, and points for improvement. To achieve the objective and clarify the proposedproblem, a quantitative methodology was adopted, with primary data obtained by appliedresearch and secondary data obtained from the observation of companies through onlinesites. The study was carried out in manufacturing industries, with more than twentyemployees, in the State of Paraná. Regarding the results, it was found that the respondents,in general, characterize the company in which they work as a potential source of informationin the form of acquired knowledge, and that they are registered for future use, in the formof “lessons learned”. It remained evident that the companies responding to the survey usetools to capture and retain the knowledge of their employees. In addition, it was possible tocharacterize companies as facilitators of knowledge exchange environments amongemployees, as there are spaces available for the socialization of employees, asrecommended by the SECI model by Nonaka and Takeuchi (1997). Finally, the survey showedthat respondents point to their companies as “facilitators” of knowledge management andtheir respective conversion, applying the SECI model of knowledge management |
|---|