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Abstract(s)
Este trabalho procurou analisar e perceber qual a influência que a cultura organizacional tem na transferência do conhecimento tácito entre os trabalhadores de organizações empresariais. Devido à natureza das características do conhecimento tácito, as organizações encontram inúmeras barreiras, tanto de índole individual como organizacional, quando tentam reter e disseminar este tipo de conhecimento. Uma das barreiras organizacionais apontadas pela literatura é a cultura organizacional, pois é ela que cria o contexto para a interação social e modela comportamentos. Desta forma, esta exerce uma influência nos comportamentos dos trabalhadores, podendo-os levar a ter atitudes promotoras da transferência do conhecimento tácito. A presente revisão sistemática da literatura visa explorar este assunto e responder à questão: “em que medida a Cultura Organizacional influencia a transferência do conhecimento tácito em organizações empresariais?”, com informação contida em 17 artigos recolhidos de duas bases de dados, a EBSCO e a B-On. Através da análise realizada a estes artigos foi possível concluir que a organização deve promover condições para que se desenvolvam relações confiáveis, de colaboração e cooperação, onde sejam eliminadas barreiras hierárquicas, que inibem as relações e interações sociais, e um contexto onde o erro é visto como uma oportunidade de aprendizagem que gera oportunidades para a experimentação e inovação - uma cultura que incentiva a comunicação e diálogo aberto, de confrontação de ideias, onde o trabalhador viva em segurança psicológica e se sinta bem no e com o seu trabalho. Foi revelado também a importância do líder no desenvolvimento desta cultura promotora à transferência do conhecimento tácito, na medida em que são eles que, através das suas estratégias, práticas de gestão e estilo de liderança, podem gerir alguns fatores que criam este ambiente facilitador e promotor de comportamentos desejáveis. Desta forma, foi possível identificar alguns indicadores que poderão guiar práticas de gestão de conhecimento promotoras à emergência de uma cultura organizacional facilitadora da transferência de conhecimento tácito.
This study aim to analyse and understand the influence that organisational culture has on the tacit knowledge transfer between workers in business organisations. Due to the nature of the tacit knowledge characteristics, organisations encounter numerous barriers, both individual and organisational, when trying to retain and disseminate this type of knowledge. One of the organisational barriers pointed out in the literature is organisational culture, which creates the context for social interaction and shapes behaviours. In this way, it exerts an influence on workers' behaviours, which may lead them to have attitudes that promote the tacit knowledge transfer. The present systematic literature review aims to explore this subject and answer the question: "to what extent does Organisational Culture influence the tacit knowledge transfer in business organisations?", with information contained in 17 articles collected from two databases, EBSCO and B-On. Through the analysis of these articles, it was possible to conclude that the organisation should promote conditions for the development of trustful, collaborative and cooperative relationships, where hierarchical barriers, which inhibit social relationships and interactions, are eliminated, and a context where error is seen as a learning opportunity that generates opportunities for experimentation and innovation - a culture that encourages open communication and dialogue, confrontation of ideas, where the worker lives in psychological security and feels good in and with his/her work. The importance of the leader in developing this culture that promotes the transfer of tacit knowledge was also revealed, insofar as it is they who, through their strategies, management practices and leadership style, can manage some of the factors that create this facilitating environment and promote desirable behaviour. In this way, it was possible to identify some indicators that may guide knowledge management practices that promote the emergence of an organisational culture that facilitates the transfer of tacit knowledge.
This study aim to analyse and understand the influence that organisational culture has on the tacit knowledge transfer between workers in business organisations. Due to the nature of the tacit knowledge characteristics, organisations encounter numerous barriers, both individual and organisational, when trying to retain and disseminate this type of knowledge. One of the organisational barriers pointed out in the literature is organisational culture, which creates the context for social interaction and shapes behaviours. In this way, it exerts an influence on workers' behaviours, which may lead them to have attitudes that promote the tacit knowledge transfer. The present systematic literature review aims to explore this subject and answer the question: "to what extent does Organisational Culture influence the tacit knowledge transfer in business organisations?", with information contained in 17 articles collected from two databases, EBSCO and B-On. Through the analysis of these articles, it was possible to conclude that the organisation should promote conditions for the development of trustful, collaborative and cooperative relationships, where hierarchical barriers, which inhibit social relationships and interactions, are eliminated, and a context where error is seen as a learning opportunity that generates opportunities for experimentation and innovation - a culture that encourages open communication and dialogue, confrontation of ideas, where the worker lives in psychological security and feels good in and with his/her work. The importance of the leader in developing this culture that promotes the transfer of tacit knowledge was also revealed, insofar as it is they who, through their strategies, management practices and leadership style, can manage some of the factors that create this facilitating environment and promote desirable behaviour. In this way, it was possible to identify some indicators that may guide knowledge management practices that promote the emergence of an organisational culture that facilitates the transfer of tacit knowledge.
Description
Keywords
Cultura Organizacional Transferência do Conhecimento Tácito União Europeia Organisational Culture Tacit Knowledge Transfer European Union