Abstract
Abstract: This paper aims to understand how the interconnection between the tacit and explicit dimensions of knowledge impacts knowledge management and its degree of maturity. Knowledge management maturity is understood as the ability firms are expected to have in order to exercise (to some degree) the skills required to manage knowledge internally. Nonaka and Takeuchi (N&T) model of organizational knowledge management was applied to a sample of companies (segmented by size) from the states of São Paulo, Minas Gerais, and Rio de Janeiro, by using the logic of fuzzy sets. The results have shown that small and medium companies have lower levels of knowledge management maturity when compared to large companies. However, in large companies, knowledge management is at medium levels. In this context, this paper suggests, as management guidelines, that companies measure their professionals' perception regarding the company level of knowledge management, pursuing to identify which of their components should be developed.
Highlights
Heterodox theories advocate that the existence of heterogeneities between firms is associated with existing asymmetries in the dynamic creation of qualification related to organizational routines, technological resources for innovative processes, and business strategies
Based on an empirical research carried out with industrial companies segmented by size, this paper aims to understand how the management of firms affects the interconnections between the dimensions of knowledge in order to generate competitive capabilities and innovations in organizations
In this study the Nonaka and Takeuchi (N&T) model of organizational knowledge management was applied to a sample of companies from the states of São Paulo, Minas Gerais and Rio de Janeiro, using the logic of fuzzy sets
Summary
Heterodox theories advocate that the existence of heterogeneities between firms is associated with existing asymmetries in the dynamic creation of qualification related to organizational routines, technological resources for innovative processes, and business strategies. All of these aspects generally involve the creation, coordination, and management of intra-firm knowledge and learning, once they may impact companies' performance as a result of their competitive advantages (Nonaka et al, 1997; Leonardi & Bastos, 2014). While information is fragmented and transitory, knowledge is structured, coherent, and meaningful (Ancori et al, 2000). Could contribute to organizational and technological capabilities only if people can interpret them (Cowan et al, 2000)
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