Práticas de gestão do conhecimento em parques tecnológicos: estudo de caso - Parque Tecnológico TECNOPUC

Castillo, Lucio Abimael Medrano; Cazarini, Edson Walmir

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Sumário

Original Articles • Gest. Prod. 26 (3) • 2019 • https://doi.org/10.1590/0104-530X3162-19 copiar

Práticas de gestão do conhecimento em parques tecnológicos: estudo de caso - Parque Tecnológico TECNOPUC

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

A busca constante pela competitividade tornou-se uma prática imperativa para garantir a sobrevivência e crescimento da organização, nesse contexto de acirrada concorrência empresas, cidades, regiões e países inteiros procuram meios que garantam sua sustentabilidade, ancorados no conhecimento e na constante inovação. Os Parques Tecnológicos têm se mostrado ferramentas de desenvolvimento alinhadas a esses novos desafios, auxiliando no fortalecimento tecnológico e na inserção de cidades, regiões e nações na economia do conhecimento. Nesses centros de inovação, a produção, disseminação e uso do conhecimento são intensivos, e sua gestão torna-se imperiosa. Sendo assim, a Gestão do Conhecimento vem atender essa necessidade, e embora ela tenha alcançado um estágio consolidado como campo de pesquisa, a sua relação com os Parques Tecnológicos foi pouco explorada na literatura. Fundamentado na análise e reflexão dessas lacunas de pesquisa, este trabalho visa o levantamento de práticas de Gestão do Conhecimento sendo desenvolvidas pelo Parque Tecnológico TECNOPUC. Para tal fim, foi desenvolvido, validado e aplicado um instrumento de coleta de dados. O estudo de caso selecionado foi analisado, identificando iniciativas, programas e ferramentas relacionadas à Gestão do Conhecimento.

Palavras-chave:
Gestão do conhecimento; Parques tecnológicos; Diretrizes

Author	Critical success factors
Skyrme & Amidon (1997)Skyrme, D., & Amidon, D. (1997). The knowledge agenda. Journal of Knowledge Management, 1(1), 27-37. http://dx.doi.org/10.1108/13673279710800709. http://dx.doi.org/10.1108/13673279710800...	- Alignment with business - KM structure - Leadership - Culture	- Continuous learning - IT - Knowledge processes
Davenport (1998)Davenport, T. H. (1998). Ecologia da informação: por que só a tecnologia não basta para o sucesso na era da informação. São Paulo: Futura.	- Relationship between Km and economic performance - Purpose and clear language - Knowledge structure - Channels for knowledge transfer	- Organizational culture - Organizational structe - Motivational pratice - Top management support
Liebowitz (1999)Liebowitz, J. (1999). Key ingredients to the success of an organization’s knowledge management strategy. Knowledge and Process Management, 6(1), 37-40. http://dx.doi.org/10.1002/(SICI)1099-1441(199903)6:1<37::AID-KPM40>3.0.CO;2-M. http://dx.doi.org/10.1002/(SICI)1099-144...	- KM strategy - Knowledge manager - Repository and ontology of knowledge	- System and knowledge tools - Culture and incentives for KM - KM infrastructure
APQC (1999)American Productivity and Quality Center – APQC (1999). Knowledge management: Executive summary, Consortium benchmarking study best-practice report. Houston: The American Productivity and Quality Center.	- KM strategy - Leadership - Knowledge culture	- IT - Metrcis
Hasanali (2002)Hasanali, F. (2002). Critical Success Factors of Knowledge Management. Retrieved in 2014, December, from http://www.providersedge.com/docs/km_articles/Critical_Success_Factors_of_KM.pdf http://www.providersedge.com/docs/km_art...	- Leadership - KM culture - KM structure	- KM team - IT - Metrics
Wong (2005)Wong, Y. K. (2005). Critical success factors for implementing knowledge management in small and medium enterprises. Industrial Management & Data Systems, 105(3), 261-279.	- Leadership and support - Culture - Purpose and strategy - Resources - Process and activities - Training and education	- Human capital management - IT - Motivational help - Organizational infrastructure - Metrics.
Chua & Lam (2005)Chua, A., & Lam, W. (2005). Why KM projects fail: A multi-case analysis. Journal of Knowledge Management, 9(3), 6-17. http://dx.doi.org/10.1108/13673270510602737. http://dx.doi.org/10.1108/13673270510602...	- IT - Culture	- Content - KM project
Chong & Choi (2005)Chong, S. C., & Choi, Y. S. (2005). Critical factors in the successful implementation of knowledge management. Journal of Knowledge Management Practice, 6(1), 234-258.	- Training - People involvement Work Team - Empowerment - Leadership and commitment of top management	- Metrics - Benchmarking - Knowledge structute - Knowledge culture - IT
Yeh et al. (2006)Yeh, Y. J., Lai, S. Q., & Ho, C. T. (2006). Knowledge management enablers. Industrial Management & Data Systems, 6(106), 793-810. http://dx.doi.org/10.1108/02635570610671489. http://dx.doi.org/10.1108/02635570610671...	- KM strategy - Leadership and commitment of top management - Culture	- People - IT
Jafari et al. (2007)Jafari, M., Akhavan, P., Rezaee Nour, J., & Fesharaki, M. N. (2007). Knowledge management in Iran aerospace industries: a study on critical factors. Aircraft Engineering and Aerospace Technology: An International Journal, 79(4), 375-389. http://dx.doi.org/10.1108/00022660710758240. http://dx.doi.org/10.1108/00022660710758...	- Team work - Leadership and commitment of top management - Organzational structure - Benchmarking	- Occupational safety and labor enrichment - Culture - Training and learning
Bishop et al. (2008)Bishop, J., Bouchlaghem, D., Glass, J., & Matsumoto, I. (2008). Ensuring the effectiveness of a knowledge management initiative. Journal of Knowledge Management, 4(12), 16-29. http://dx.doi.org/10.1108/13673270810884228. http://dx.doi.org/10.1108/13673270810884...	- Clear definition of KM - Alignment between KM and organizational strategy - K team - Top management support	- Demonstrate benefits of KM - Rewards and incentives - Balance between people e IT
Chang et al. (2009)Chang, M. Y., Hung, Y. C., Yen, D. C., & Tseng, P. T. Y. (2009). The research on the critical success factors of knowledge management and classification framework project in the Executive Yuan of Taiwan Government. Expert Systems with Applications, 36(3), 5376-5386. http://dx.doi.org/10.1016/j.eswa.2008.06.060. http://dx.doi.org/10.1016/j.eswa.2008.06...	- KM strategy - IT - KM documentation - Organizational structure	- Human capital assets - Knowldge processes - Addition of value and organizational performance.

Autor	Critical success factors
Aulawi et al. (2009)Aulawi, H., Sudirman, I., Suryadi, K., & Govindaraju, R. (2009). Knowledge sharing behavior, antecedents and their impact on the individual innovation capability. Journal of Applied Sciences Research, 5(12), 2238-2246.	- People - IT	- Culture - Structure
Ajmal et al. (2010)Ajmal, M., Helo, P., & Kekäle, T. (2010). Critical factors for knowledge management in project business. Journal of Knowledge Management, 14(1), 156-168. http://dx.doi.org/10.1108/13673271011015633. http://dx.doi.org/10.1108/13673271011015...	- Familiarity with KM - Coordination between employee and organizatioanl áreas - Incentives	- Authority allocated to KM - Knowledge System - Culture
Valmohammadi (2010)Valmohammadi, C. (2010). Identification and prioritization of critical success factors of knowledge management in Iranian SMEs: an experts’ view. African Journal of Business Management, 4(6), 915-924.	- Leadership - Top management support - Organizational culture - KM strategy - Resource allocation - KM process - Human capital management - Organizational structure	- Metrics - Training and education - IT - Incentive and reward - Benchmarking
Al-Hakim & Hassan (2012)Al-Hakim, L. A. Y., & Hassan, S. (2012). Critical success factors of knowledge management, innovation and organizational performance: an empirical study of the Iraqi mobile telecommunication sector. British Journal of Economics, Finance and Management Sciences, 4(1), 31-49.	- Human capital management - IT - Leadership - Organizational learning	- Estrategy - Structure - Culture
Pawlowski & Bick (2012) Pawlowski, J., & Bick, M. (2012). The global knowledge management framework: towards a theory for knowledge management in globally distributed settings. Electronic Journal of Knowledge Management, 10(1), 92-108.	- Integrated technical infrastrucute - Knowledge management - Knowledge structure - Motivation and commitment - Knowledge culture - Management support including resource allocation, leadership and capacity building - Metrics - KM system objectives	- Serach, retrieve and view functions - Work process that incorporate knowledge capture and use - Organizational learning - Security and protection of knowledge.
Hojabri et al. (2012)Hojabri, R., Borousan, E., & Manafi, M. (2012). Impact of using telemedicine on knowledge management in healthcare organizations: a case study. African Journal of Business Management, 6(4), 1604-1613.	- Top management support - IT - Metrics - Organizational culture	- KM strategy - KM process - Training
Liophanich (2014)Liophanich, C. (2014). An investigation of knowledge management implementation: multiple case study in mobile telecommunication industry. Journal of Industrial and Intelligent Information, 2(2), 159-163. http://dx.doi.org/10.12720/jiii.2.2.159-163. http://dx.doi.org/10.12720/jiii.2.2.159-...	- Top management support - IT - Constant activities - KM tem activities	- Incentives - Resource allocation - Business strategy
Dominguez & Martins (2014)Dominguez, R. V. G., & Martins, M. F. (2014). Mapping the organizational factors that support knowledge management in the Brazilian automotive industry. Journal of Knowledge Management, 18(1), 152-176. http://dx.doi.org/10.1108/JKM-08-2013-0300. http://dx.doi.org/10.1108/JKM-08-2013-03...	- Human capital - KM team - Culture	- Development and integration of knowledge - Structure
Karami et al. (2015)Karami, M., Alvani, S. M., Zare, H., & Kheirandish, M. (2015). Determination of critical success factors for knowledge management implementation, using qualitative and quantitative tools (Case study: Bahman Automobile Industry). Iranian Journal of Management Studies, 8(2), 181-201.	- Human capital management - Organizational culture - KM strategy - IT	- Organizational factors (knowledge structure, knowledge team)

Item	TECNOPUC
Heahquarters	Porto alegre e Viamão
Number of organizations	120
Work stations	6300
Area	11,5he (Porto alegre) e 50mil m² de A/C 15 he (Porto alegre) e 33mil m² de A/C
Focus	- Information and communication technology; - Energy and Environment; - Life sciences; - Creative industry.
Year of creation	2001 – officially opened in 25/08/2003
CEO	Rafael Prikladnicki
Number of rooms for shared use	8
Incubator	RAIAR
University	Universidade Federal do Rio Grande do Sul

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source: Adapted from Medrano (2011)Medrano, L. A. C. (2011). Modelo integrado para a implantação e desenvolvimento da gestão do conhecimento (Dissertação de mestrado). Escola de Engenharia de São Carlos, Universidade de São Paulo, São Carlos..