Knowledge management influences on strategy dissemination: Cemig case study
DOI:
https://doi.org/10.7213/rebrae.08.001.AO05Keywords:
Strategy, Knowledge Management, Strategy Dissemination, Strategy Communication.Abstract
This study aimed to understand and analyze the influence of Knowledge Management on the process of strategy dissemination at Cemig (Energy Company of Minas Gerais, Brazil). A model linking the interfaces between the themes of Strategy and Knowledge Management was developed as part of the theoretical background. In order to understand the strategy dissemination flow, thirty (30) semi-structured interviews were conducted with employees at all organizational levels: directors, superintendents, managers, and employees with university education as well as technical and operational level education. The documental analysis of files concerning corporate strategy as well as direct observation were conducted, allowing data triangulation. Content analysis was used to analyze the interviews. The results revealed that the existence of knowledge management influences the strategy dissemination in Cemig. This influence, however, varies according to the use of communication channels, tools and practices. It can be noticed that the use of tools and channels is configured as an input accessory (media support). Nevertheless, what really made the difference was the use of face-to-face communication (rich media). The importance of the leader in the process of strategy dissemination was also identified. Not all leaders, even acknowledging the importance of their role in this process, have already put their words into practice. We conclude,
therefore, that there is already a consistent and recognized organizational effort in externalizing strategic knowledge through the various channels, tools and practices available. However, it is clear that the process of internalization of strategic knowledge by the employees still needs to be improved. It is expected that the expansion and maturity of the direct contact between leaders and
teams will strengthen knowledge internalization and the contribution of individual employees to strategy achievement.
Downloads
References
ALEXANDER, L. Successfully implementing strategic decisions. Long Range Planning, v. 18, n.
, 1985.
ANGELONI, M. T.; GROTO, D. A influência na cultura organizacional no compartilhamento do
conhecimento. FACES R. Adm., 8(2), 76-93, 2009.
BARKER, R. T.; CAMARATA, M. R. The role of communication in creating and maintaining a
learning organization: Preconditions, indicators and disciplines. Journal of Business
Communication, 35(4), 443 – 467, 1998.
BARDIN, L. Análise de conteúdo. Lisboa: Edições 70, 2002.
BAUER, M.W. Análise de conteúdo clássica: uma revisão. In: BAUER, M.W.;
GASKELL, G. Pesquisa qualitativa com texto, imagem e som: um manual prático. 2. ed.
Petrópolis: Vozes, 2003.
BHATT, G. D. Knowledge management in organizations: examining the interaction between
technologies, techniques, and people. Journal of Knowledge Management, 5 (1), 68-75,
CHAWLA, D.; JOSHI, H. Impact of knowledge management dimensions on learning organization: comparison across business excellence awarded and non-awarded Indian organizations.
International Journal of Knowledge Management, 7(2), 68-85, 2011.
COUTINHO, A.; BONASSI, S. O ativista da estratégia: como pensam e agem os profissionais
que fazem a estratégia acontecer nas organizações. São Paulo: Elsevier, 2011.
CRUZ, V. M. B. O papel da comunicação organizacional. Rio de Janeiro: FACCAT, 2005.
DAVENPORT, T. H. Some principles of knowledge management. Austin: University of Texas,
Graduate School of Business, 1998.
DAVENPORT, T.; PRUSAK, L. Conhecimento Empresarial: Como as Organizações Gerenciam
Seu Capital. 6. ed., Rio de Janeiro: Campus, 1998.
DE LONG, D. Building the Knowledge-Based Organization. Center for business innovation,
Ernst & Young LLP, 1997.
DISTERER, G. Individual and Social Barriers to Knowledge Transfer. Proceedings of the 34th
International Conference on System Sciences, Hawaii, 2001
DIXON, N. Common knowledge: how companies thrive by sharing what they know. Harvard
Business School Press, 2000.
DÓRIA, R. J. Relações entre liderança e orientação para estratégia e conhecimento. (Dissertação de mestrado). Pontifícia Universidade Católica do Paraná, Curitiba, 2006.
DUNLOP, A.; FIRTH, V.; LURIE, Robert. Dynamic strategy implementation: delivering on your
strategic ambition. Monitor, 1-15, 2012.
EDGELOW, C. The four challenges.(strategy, change, transition and communication). Industrial and commercial training, 43(1), 17 -24, 2011.
EISENHARDT, K. M. Building Theories from Case Study Research. Standford University. Academy of Management Review. Standford, n. 4, v. 14, 1989.
GASKELL, G. Entrevistas individuais e grupais. In: BAUER, Martin W.; GASKELL, George. Pesquisa Qualitativa com Texto, Imagem e Som: um manual prático. 2. ed. Petrópolis: Vozes,
-83, 2002.
GOODMAN, M. B. Corporate Communications for Executives. Albany, NY: SUNY Press, 1998.
GREENWOOD, E. Metodos principales de investigación social empírica. In: Metodologia de la
investigación social. Buenos Aires, Paidós, 1973.
HARVARD BUSINESS REVIEW. How hierarchy can hurt strategy execution. July-August, 74-
, 2010.
HIGGINS, R. B.; DIFFENBACH, J. Communicating corporate strategy - the payoffs and the risks.
Longe Range Planning, 22(3), 133 -139, 1989.
JICK, T. D. Mixing Qualitative and quantitative Methods: triangulation in action. Administrative Science Quartely. Cornell University, v. 24, 1979.
JOIA, L. A.; LEMOS, B. N. Fatores relevantes à transferência de conhecimento tácito em organizações. Anais do Encontro Nacional da Associação Nacional de Pós-Graduação e Pesquisa em
Administração, São Paulo, SP, Brasil, 33, set. 2009.
KAPLAN, R. S.; NORTON, D. P. A estratégia em ação: Balanced Scorecard. Rio de Janeiro:
Campus, 1997.
KAPLAN, R. S.; NORTON, D. P. Alinhamento - Utilizando o Balanced Scorecard para Criar
Sinergias Corporativas. Rio de Janeiro: Elsevier, 2006.
KLEIN, S. M. A management communication strategy for change. Journal of Organizational
Change Management, 9(2), 32-46, 1996.
KOTTER, J. A force for change: how leadership differs from management. New York: The Free
Press In Project Management Institute, 1990.
LANGLEY, A. Strategies for theorizing from process data. The Academy of Management
Review, 24, 4, 691-710, 1999.
LIAO, S.-h. Knowledge management technologies and application: literature review from 1995
to 2002. Expert Systems with Applications, 25, 155–164, 2003.
LIYANAGE, C.; ELHAG, T.; BALLAL, T.; QIUPING, L.. Knowledge Communication and Translation – a knowledge transfer model. Journal of Knowledge Management, 13(3), 118-131,
LUBIT, R. Tacit Knowledge and Knowledge Management: The Keys to Sustainable Competitive
Advantage. Organizational Dynamics, 29(4), 164-178, 2001.
MALINA, M. A; SELTO, F. H. Communication and controlling strategy: an empirical study
of the effectiveness of the balanced scorecard. University of Colorado at Boulder and University of Melbourne, 2001.
MOSS, D.; WARNABY, G. Communications strategy? Strategy communication? Integrating
different perspectives. Journal of Marketing Communications, 4, 131-140, 1998.
NONAKA, I.; TAKEUCHI, H. Criação de Conhecimento na Empresa: Como as Empresas Japonesas geram a Dinâmica da Inovação. 1 ed., Rio de Janeiro: Editora Campus, 1997.
NONAKA, I.; TOYAMA, R.; NAGATA, A. A Firm as as Knowledge-Creating Entity: a new perspective on the theory of the firm. Oxford University Press. Industrial and Corporate Change,
(1), 1-20, 2000.
NORTON, D. P.; COFFEY, J. Building an Organized Process for Strategy Communication. Balanced Scorecard Report, 9(3), 1-5, 2007.
PENG, W.; LITTELJOHN, D. Organisational communication and strategy implementation - a
primary inquiry. International Journal of Contemporary Hospitality Management, 13(7),
-363, 2001.
PETTIGREW, A. M. Context and action in the transformation of the firm. Journal of Management Studies, 24, 6, 1987.
POLANYI, M. The Tacit Dimension. London: Routledge & Kegan Paul Ltd, 1966.
REGO, R. C. A.; FILHO, J. R. F.; LIMA, D. F. P. Confiança Organizacional e o Compartilhamento e
Uso do Conhecimento Tácito. Anais do Encontro Nacional da Associação Nacional de PósGraduação e Pesquisa em Administração, Rio de Janeiro, RJ, Brasil, 36, set-2012.
STEYN, B. From strategy to corporate communication strategy: A conceptualization. Journal
of Communication Management, 8(2), 168-183, 2003.
SVEIBY, K. E. A Nova Riqueza das Organizações. Rio de Janeiro: Editora Campus, 1998.
SUN, P. Y.-T.; SCOTT, J. L. An Investigation of Barriers to Knowledge Transfer. Journal of
knowledge management, 9(2), 75-90, 2005.
SZULANSKI, G.; CAPPETTA, S. Stickiness - Difficulties in the Transfer of Knowledge. SAGE
Strategy Series, 2003.
TERRA, J. C. C.; ALMEIDA, C. Gestão do Conhecimento e Inteligência Competitiva: duas faces da
mesma moeda. Recuperado de
TUCKER, M. L.; MEYER, G. D.; WESTERMAN, J. W. Organizational communication: Development of internal strategic competitive advantage. Journal of Business Communication,
(1), 51-69, 1996.
WHITTINGTON, R. O que é estratégia. São Paulo: Thompson, 2002.
YIN, R. K. Estudo de caso: planejamento e métodos. 2. ed. Porto Alegre: Bookman, 2005.
