Detalhes bibliográficos
| Ano de defesa: |
2017 |
| Autor(a) principal: |
Rosamilha, Nelson José
 |
| Orientador(a): |
Santos, Neusa Maria Bastos Fernandes |
| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Pontifícia Universidade Católica de São Paulo
|
| Programa de Pós-Graduação: |
Programa de Estudos Pós-Graduados em Administração
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| Departamento: |
Faculdade de Economia, Administração, Contábeis e Atuariais
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| País: |
Brasil
|
| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
https://tede2.pucsp.br/handle/handle/20366
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Resumo: |
In a fast-changing business scenario, organizations continually look for increasing productivity and maintaining competitiveness. Organizations which expand their knowledge are going to be better prepared. Knowledge used as a strategic source, when properly managed, allow organizations to create value by production exploration. Projects become the mechanism of delivering products and services within these companies and the major business challenge, where increasingly knowledge workers benefit from accumulate knowledge and learn from other projects. Knowledge transfer plays an important role in knowledge integration to deliver products and services. The objective of this quantitative research is to identify which are theses knowledge transfer practices and if they are applicable in project management and, if the use of these practices is influenced by professional experience or by a project management professional certification. A theoretical survey was conducted to identify knowledge transfer practices and to create a questionnaire divided in three parts: population data, professional experience and practices which has been sent to project management community to identify if these practices could be applied as knowledge transfer in project management. We had 365 valid answers out of 575. The answers were categorized in groups – communication, technique, leadership, tools, procedures and culture. Thereafter descriptive statistics analyses were performed and the data is presented in charts and tables. Twenty-two out of twenty-five knowledge transfer practices were identified in project management, two practices were classified as indecision of members out of the project management entity and one practice was not considered as knowledge transfer in project management. In addition, it was possible to verify the relationship between greater experience in project management and the use of practices within these groups and, finally, the influence of leadership and cultures on communication, technique, tool and procedure |
