Modelo multicritério construtivista para apoiar a gestão da retenção do conhecimento organizacional em uma empresa concessionária de serviços de saneamento no Brasil

• Ano de defesa: 2020
• Autor(a) principal: Fontana, Lydia Pereira Bez
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Avaliação de desempenho; Gestão do conhecimento; Retenção do conhecimento; MCDA-C
• Link de acesso: https://repositorio.animaeducacao.com.br/handle/ANIMA/2941

Organizations enhance their results and secure their positions in the market through knowledge, and this has people as their origin and evolution. These are groups that use strategies to identify and develop winning opportunities and thus consolidate and expand the reach of the organization's objectives. Aiming to support the process of managing this critical knowledge in the groups of people that drive it, the objective of the research is to build a performance evaluation model to support the management of organizational knowledge retention, in a sanitation services concessionaire. This is a case study, which uses qualitative and quantitative techniques, in addition to presenting a constructivist procedure in its construction and proactive in its operationalization. To this end, ProKnow-C was used as an intervention tool to rescue and analyze the published works, and MCDA-C to build the knowledge retention management support model. Using a constructivist approach to support the management of knowledge retention, the singularities of the context and the values of its managers were incorporated into the model, thus favoring legitimacy. The main results found with the construction of the model were: (i) identification and organization of the objectives and concerns of the decision makers that resulted in six strategic areas of concern: Recognition; Knowledge Dissemination; Organizational culture; Succession of professionals; Manage Vulnerability Source; Knowledge management; (ii) construction of a multicriteria model operated by a set of cardinal scales, which highlighted and measured the status quo of the local and global performance profile of the organization's knowledge retention management; (iii) disclosure, in graphical and numerical form, of activities at a compromising, competitive and excellence performance level; and (iv) illustration of the process to generate improvement actions in order to improve the performance of critical activities and thereby create the conditions to enhance the results of the organization. Based on the model, decision-makers now have knowledge about key aspects to support knowledge retention management, enabling them to monitor the current situation and proactively design actions to ensure that current knowledge potential is maintained and exploited.