Gestão do Conhecimento em IES: um estudo de caso

Abstract

The accelerating development of the information technology and the new model market, the process of sharing the knowledge created in the organizations became the object of studies with the purpose of identifying an adequate environment so its holders might learn and multiply their knowledge with the same intensity. Therefore, it is more and more important the practices of knowledge management inside the organization in order to reach competitive advantage benefiting its own sustainable development. The Japanese company s success is due to their technical abilities in creating the organizational knowledge , that means, the condition the company gives so people create knowledge, spread it in the organization and embody in their products, services and process. With that exposed, this master search for a diagnose, through a case study, the nowadays situation raising means for a elaboration of an action plan aiming to structure practices of knowledge management in an college in the Federal District of Brazil. For that, was utilized the KMD instrument Knowledge Management Diagnostic which allowed to diagnose in a palpable manner the overall percentage of the existing KM (Knowledge Management) process in the researched sector 72,14% - and provided means to the planning formulation for structuring the knowledge management. Analyzing the results of the research, it is noticed the evaluating numbers of the process of KM of UDF, filtered according to KMD, are above the organizations average that were submitted in a field test of DCG which result was 55% according to Bukowitz and Williams (2002). As to suggestion to future works, it is proposed the implementation of the suggested practices in the action plan and after a period of one year, period suggested by the authors of KMD, to realize a new verification of the steps now evaluated aiming to follow the evolution recurrent of the proposes of the initiative practices and the measure of the real percentage gain of the KM practices after its actual implementation.