Lean thinking practices for the information and knowledge strategic management

• Autor(a) principal: Freitas, Rodrigo de Castro
• Data de Publicação: 2018
• Outros Autores: Silva, Helena Nunes, Odorczyk, Ricardo Siebenrok, Freitas, Maria do Carmo Duarte
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Encontros Bibli
• Texto Completo: https://periodicos.ufsc.br/index.php/eb/article/view/1518-2924.2018v23nespp76
• topic: Gestão Estratégica; Gestão da Informação; Gestão do Conhecimento; Criação de Conhecimento; Pensamento Enxuto; Strategic Management; Information Management; Knowledge Management; Knowledge Creation; Lean Thinking

The deployment of the Lean Thinking principles determines structure and processes in organizations which seek to achieve better levels of productivity and efficiency by eliminating waste and continuous improvement initiatives. The processes of information management and organizational knowledge management are relevant in this scenario, since the recognition of the strategic importance of information and the dissemination of knowledge among the different functions of the organization are critical factors for the achievement of a superior performance. Thus, the purpose of this study is to identify that Lean Thinking practices are facilitating factors for a creation and dissemination of organizational knowledge. It is a research based on a literature review of the scientific production developed from 2007 to 2016 on studies that investigated aspects of organizational knowledge management in contexts of Lean Thinking deployment available in the Scopus, Lista–Ebsco, Emerald, Web of Science and Science Direct databases. The method chosen was PRISMA (Preferred Reporting Items for Systematic Reviews). The literature review evidenced the existence of Lean Thinking practices that facilitate the creation and dissemination of organizational knowledge, such as: organizational structure, autonomy, integration mechanisms, knowledge replication, contextual ambidexterity, learning and use of lean tools. The characteristics identified in these practices make possible all phases of the knowledge conversion process (SECI process) and promote networks of interactions in which knowledge is created, shared and used by people in organizational environments. It is also concluded that the deployment of the Lean Thinking principles allows gains in efficiency and productivity that are obtained by the elimination of wastes in the work processes and that promotes the development of a suitable context for the management of organizational knowledge.