Revisão sobre redes sociais: aplicações e contribuições para a gestão do conhecimento

Este trabalho apresenta uma abordagem sobre redes sociais intraorganizacionais usados em estudos anteriores. Mais especificadamente, identificam-se métodos de coleta de dados em redes sociais, a constituição da sua estrutura organizacional e as influências e fatores das redes sociais perante a transferência do conhecimento. O levantamento foi realizado através de uma revisão sistemática da literatura e algumas etapas foram estabelecidas baseada no protocolo Prisma. Foram selecionados 55 artigos dos quais os principais resultados apresentam: (i) as principais análises de redes utilizadas em pesquisas, (ii) como se consolidam as estruturas das mesmas no âmbito pessoal e organizacional, (iii) e quais os fatores que travam a transferência do conhecimento na estrutura organizacional

A relationship model for factors influencing knowledge transfer between NPD teams

Paper aims: To define a model that describes the relationship among the main factors influencing knowledge transfer (KT) between new product development (NPD) teams. Originality: We offer a systemic vision of the relationship between the KT factors. All main KT factors are analyzed together considering the interdependence among them. Research method: KT factors from the literature were used for the model development, which was accomplished through a quantitative evaluation of scholars and practitioners. To test the model, a practical assessment was conducted in five firms using regression analysis. Main findings: The model describes the relationships of 15 main factors and it can be used for practical assessments or for future theoretical studies. Implications for theory and practice: The model can help practitioners to use knowledge of their teams for continuous innovation in NPD. It allows to perform diagnoses of the KT factors in the specific context of a given firm

The last border for servitization

AbstractThe search for flexibility in the new product development (NPD) entails an increasing need for integration of services and products (servitization). Hence, companies aim at maximizing the customer perceived value, which may demand new capabilities development, besides marketing, engineering and manufacturing. This paper suggests that the ‘customer service’ functional area has a central role in this context, since it deals with customers’ problems in a front-end position, and its knowledge can help other functional areas to develop required capabilities for servitization. Moreover, the level of knowledge transfer (KT) among different functional areas is also proposed as an essential activity to improve the servitization process. Thus, the aim of this paper is to investigate the moderator role of both the customer service area and the KT activities in the impact of the NPD related functional areas on servitization performance. For this purpose, the paper presents a cross-industry survey with 83 Brazilian companies, analyzed by means of an Ordinary Least Square (OLS) regression. Results show that the last border to transcend the servitization barriers in NPD is the integration of the customer service area to the other main functional areas of NPD. Moreover, our findings indicate which areas are the most critical ones in order to address an intensive KT activity to enhance the servitization performance

An analysis of buyer-supplier integration for servitization strategies

AbstractThe Business Model (BM) transformation process, changing from a traditional manufacturing BM to BM focused on servitization (servitized BM), may increase the management complexity, which is also reflected in a need of superior levels of organizational knowledge. Therefore, one alternative to deal with this challenge is by acquiring knowledge from suppliers. However, there is still a lack of studies analyzing the collaboration intensity and knowledge transfer with suppliers to be successful in the BM transformation for servitization. Thus, this paper aims to understand how companies deal with suppliers’ knowledge integration aiming for servitization and to understand the knowledge transfer dynamics in this integration. Aiming this, we adapted to the context of servitized solutions development, the framework proposed by Le Dain and Merminod (2014) for supplier integration in collaborative new product development (NPD), which combines three typical supplier involvement configurations (black, grey and white box integration) with the three knowledge sharing levels proposed by Carlile (2004) (transfer, translation and transformation). By means of a multiple-case study analysis of seven multinational companies, we first reinterpreted the three classical supplier integration configuration, showing how they can happen in servitization; then, we analyzed the levels of knowledge sharing that are present in each one of the three suppliers’ involvement configurations. Our results show differences of the framework when compared to the original one for supplier involvement. We also discuss causes of such a difference between purely product development and servitized product development

Uma análise da implementação da metodologia lean startup em uma empresa do ramo de entretenimento digital

A partir do final da década de 90, houve uma grande popularização do modelo de empresa conhecido como startup. As startups se diferenciaram por buscarem desenvolver produtos e serviços inovadores, mas contam com alto risco de falhar ao tentar atingir esse objetivo. Visto que os modelos tradicionais de administração não são considerados compatíveis com esse tipo de empresa, a metodologia Lean Startup propõe uma nova abordagem de trabalho para as startups alcançarem seu sucesso. Apesar de ser bastante difundida no meio empreendedor, esta metodologia é ainda pouco explorada academicamente. Portanto, o objetivo deste artigo é analisar a utilização do Lean Startup através de um estudo de caso no Superplayer, startup do ramo da tecnologia que usa a metodologia desde sua concepção. Como resultado do estudo foi possível descrever a utilização do Lean Startup e apontar vantagens e barreiras desta metodologia, gerando diretrizes que poderão auxiliar gestores e empreendedores que visam empregar a mesma em suas empresas.At the ending of the 90’s decade, there was a great popularization of the model of company known as startup. The startups differentiated themselves by searching to develop products and services that are innovative, but also count with high risks involved in trying to achieve this objective. Seeing that the traditional models of management are not regarded as compatible with this type of company, the Lean Startup methodology proposes a new work approach for startups to achieve their success. Despite being widespread in the entrepreneur environment, this methodology is still underexplored academically. Therefore, the objective of this paper is to analyze the use of Lean Startup through a case study in Superplayer, a startup from the technology business that uses the methodology since its beginning. As a result of the study it was possible to describe the use of Lean Startup and indicate advantages and barriers from this methodology, generating guidelines that can help managers and entrepreneurs that aim to apply Lean Startup in their own companies.A partir do final da década de 90, houve uma grande popularização do modelo de empresa conhecido como startup. As startups se diferenciaram por buscarem desenvolver produtos e serviços inovadores, mas contam com alto risco de falhar ao tentar atingir esse objetivo. Visto que os modelos tradicionais de administração não são considerados compatíveis com esse tipo de empresa, a metodologia Lean Startup propõe uma nova abordagem de trabalho para as startups alcançarem seu sucesso. Apesar de ser bastante difundida no meio empreendedor, esta metodologia é ainda pouco explorada academicamente. Portanto, o objetivo deste artigo é analisar a utilização do Lean Startup através de um estudo de caso no Superplayer, startup do ramo da tecnologia que usa a metodologia desde sua concepção. Como resultado do estudo foi possível descrever a utilização do Lean Startup e apontar vantagens e barreiras desta metodologia, gerando diretrizes que poderão auxiliar gestores e empreendedores que visam empregar a mesma em suas empresas

Understanding industry 4.0 : definitions and insights from a cognitive map analysis

Goal: The purpose of this paper is to present an analysis of Industry 4.0 concepts and technologies through the lens of practitioners and scholars with considerable expertise in this field. Design / Methodology / Approach: A qualitative research was conducted based on seven semi-structured interviews guided by an open questionnaire, which was developed with the main goal of understanding the concept of Industry 4.0 and the technologies that compose this industrial phenomenon. Results: Based on this methodology, a cognitive map is presented as the result and final product of this study. This cognitive map is composed of five different clusters, each one represented by different colors, which relate to each of the questions in the questionnaire. Our analysis provides a better understanding of (i) the main concepts of Industry 4.0; (ii) the implementation stages for companies; (iii) the main enabling technologies; (iv) the concept of M2M (machine-to-machine); and (v) the scenario in Brazil. Each one of the clusters enables a discussion by bringing what is in the literature on the topic. Limitations of the investigation: The main limitations of the article are found in the subjectivity of the results and also in the scarcity in the literature related to some topics covered in the clusters. Practical implications: This research can be potentially useful for practitioners, since it sheds light on the Industry 4.0 concept and how technologies are used to integrate processes. Originality / Value: The clusters answers of the cognitive map allowed comparisons with the literature and a discussion about Industry 4.0, making it possible to direct and check gaps in the research