Análise do processo da gestão do conhecimento com ênfase na transformação do conhecimento tácito numa linha de produção

• Autor(a) principal: Santos, Lucas Gonzaga Antunes dos [UNESP]
• Data de Publicação: 2017
• Tipo de documento: Trabalho de conclusão de curso
• Idioma: por
• Título da fonte: Repositório Institucional da UNESP
• Texto Completo: http://hdl.handle.net/11449/203072; http://www.athena.biblioteca.unesp.br/exlibris/bd/capelo/2019-10-22/000918670.pdf
• topic: Gestão do conhecimento; Gerenciamento da informação; Sistemas de informação gerencial; Knowledge management

It is now a matter of survival for industries and organizations to adopt resources and strategies that make them more competitive in the marketplace. In industrial processes in general, the importance of tacit knowledge for business performance is increasingly being verified, as well as the importance of this knowledge remaining in the company and end up not being lost by the disconnection of employees and / or teams. Thus, the objective of this work is to analyze the process of knowledge management, with emphasis on the transformation of tacit knowledge, into a production line. In a more specific way, to analyze the importance of tacit knowledge for information sharing, to investigate the process of knowledge management, to analyze the SECI process and its relation to tacit knowledge and to investigate in practice how the information sharing occurs in the line of production. For this, the research was carried out with applied nature, exploratory objective and quantitative approach. The population considered was of employees of a large metallurgical company (Vale do Paraíba), who work in the production line of equipment for handling of land and cargo. The instrument used was a questionnaire (Likert), with the analysis of the results made through means and sums, considering frequency of responses. In the result it was verified that managing processes and procedures is only possible if the knowledge of these is well defined and consolidated. Thus it is possible to identify the weaknesses that hinder improvement within an organization. Tacit and explicit knowledge need to be integrated so that knowledge management achieves the expected objectives