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کد محصول: M729
سال نشر: ۲۰۱۸
نام ناشر (پایگاه داده): الزویر
نام مجله: RAUSP Management Journal
نوع مقاله: علمی پژوهشی (Research articles)
تعداد صفحه انگلیسی: ۱۲ صفحه PDF
تعداد صفحه ترجمه فارسی: ۳۰ صفحه word
قیمت فایل ترجمه شده: ۲۵۰۰۰ تومان
مقاله ترجمه شده : جهت گیری استراتژیک مدیریت دانش و ایجاد ارزش: مفاهیم مربوط به شرکت نفت و گاز
Strategic alignment of knowledge management and value creation: implications on to an oil and gas corporation
این پژوهش به بررسی و توصیف اینکه در چه شرایطی و چگونه الگوهای ارزش آفرینی ، نشان دهنده ی انعکاس ادراک افراد در جهت گیری استراتژیک مدیریت دانش در یک شرکت دولتی نفت و گاز برزیل هستند، می پردازد. این طرح، داده هایی را از طریق نظرسنجی بین کارکنان بخش اطلاعات – کارکنان بخش مشاوران داخلی ، جمع آوری می کند و داده های حاصل از آن را با استفاده از آزمون های پارامتریک و غیر پارامتریک و آنالیز چند متغیره مطالعه می کند. نتایج نشان داد که جهت گیری استراتژیک مدیریت دانش از سه دیدگاه مختلف با انعکاس ادراک کارکنان در ارزش آفرینی در شرکت ایجاد می شود: ویژگی های متعادل – ارزش آفرینی ویژه شرکت ها – ویژگی های تنظیم شده – ارزش آفرینی متوسط – و ناهماهنگ – ارزش آفرینی نامطلوب.
کلمات کلیدی: استراتژی ، مدیریت دانش ، ارزش آفرینی ، سرمایه فکری
The research explores and describes if and how the patterns of value creation of a Brazilian state-owned corporation from the oil and gas industry are reflexes of the subjects’ perception on strategic alignment of knowledge management. The design adopts data obtained through a survey applied to Knowledge Workers — employees assigned as internal consultants — of Petróleo Brasileiro S.A. (PETROBRAS) and the study development uses parametric and non-parametric statistics and multivariate analysis. The findings indicated that the subjects perceive the strategic alignment of the knowledge management from three different points of view, with reflexes in the perception on the corporate value creation: the balanced profile — extraordinary corporate value creation — the adjusted profile — moderate value creation — and the misaligned one — unsatisfactory value creation.
The “cognitive era”, based on the economy of intangibles, leveraged the growth of the dynamics and complexity of the economic sectors, determining new management mindset for organizations, based on three drivers: (i) speed, with changes in real time; (ii) connectivity, associated with forms and means of communication; (iii) intangibility, related to the increase in the relevance of intangible assets that have revolutionized the way organizations are managed (Davis and Meyer, 1999 ; Edvinsson and Malone, 1997).
Thus, to rapidly adapt to industry fluctuations, defining consistent paths, and minimizing the compromise of their commitments — sometimes difficult to achieve path dependences (Ghemawat, 1991 ; Ghemawat, 2005) — firms faced the development of specific skills to become flexible, expeditious, and assertive in order.
The concept of management effectiveness was reviewed, with the strategic positioning (Porter, 1980; Porter, 1985 ; Porter, 1990) and the existence and ownership of differentiated resources (Barney, 1986 ; Barney, 1991) — that determined the competitive power of organizations (Vasconcelos & Cyrino, 2000) — were gradually shaded by the ability of firms to permanently configure and reconfigure dynamic capabilities (Barney, 2001 ; Teece et al., 1997) and to improve their core competencies (Prahalad, 1997; Prahalad and Hamel, 1990; Prahalad and Hamel, 1995 ; Prahalad and Hamel, 1998) to achieve competitive advantages and go for the search for the superior value creation (Rezende, 2006).
Performance in the processes of development and improvement of intangible assets, capabilities and competencies (Barney, 1991 ; Collis and Montgomery, 1997) is directly associated with firms’ abilities to intensify their learning processes in search of creativity and innovation (Azevedo, 2013).
Intellectual capital — as the main input (Stewart, 1998; Stewart, 2002 ; Sveiby, 1998) — and knowledge management — as the driving force behind the creation and re-creation of these essential resources (Nonaka and Takeuchi, 1997 ; Proença, 1999) — are bold elements to improve decision making and the effectiveness of permanent organizational learning (Barney, 2006 ; Pedersen and Dalum, 2004).
The Strategic Alignment of Knowledge Management — a mechanism for improving the capabilities of intellectual capital and the frontiers do organization development (Fleck, 2005 ; Mohr, 1982) — must have purpose, intensity and direction, so that the value creation proposal is aligned with the needs of the Business (Lopes, 2013 ; Rezende, 2006), acting as a link between “what” the company thinks and traces its strategy — strategic thinking — and the creation of value (Proença, 1999 ; Whittington, 2002).
In this context, the Strategic Alignment of Knowledge Management was pointed out as the core of the strategic discussions of organizations, showing that the generation of value to sustain competitiveness would be associated with: (i) Strategic Thinking — responsible for the purpose and process of direction; (ii) the development of Enabling Contexts — physical, mental and virtual spaces, made available and intentionally operational, for the creation and re-creation of knowledge; (iii) Cognitive Surpluses — competencies (knowledge, skills, attitudes, values and experiences that exceed those required by the organizational positions defined in the company structure) that can and should be identified, mobilized and trained to enable superior performance and extraordinary value creation for the business (Alvarenga Neto, 2008; Lopes, 2013; Nonaka and Takeuchi, 1997; Rezende, 2006; Shirky, 2011 ; Whittington, 2002).
The framework modeled by Strategic Thinking, Enabling Contexts, and Cognitive Surpluses grounded the epistemological and ontological formulation of the archetype Strategic Alignment of Knowledge Management — which served as the guiding thread for the development of the present study.
So, the main objective of this investigation was to characterize how the subjects’ perceptions about the possibilities of the Strategic Alignment of Knowledge Management (SAKM) are reflected in the standards of value creation of a Brazilian state-owned oil and gas corporation — chosen for its importance, complexity and convenience in the access to the subjects of the research — despite the recently voluntary layoff incentive plan in the company, that ended up generating staff shutdown on the part of these knowledge workers. For that, an intracorporate survey was applied, focusing on the set of knowledge workers of the firm.