Detalhes bibliográficos
| Ano de defesa: |
2020 |
| Autor(a) principal: |
Lucchese, Tiago
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| Orientador(a): |
Rautenberg, Sandro
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| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
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| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Estadual do Centro-Oeste
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| Programa de Pós-Graduação: |
Programa de Pós-Graduação em Administração (Mestrado Profissional)
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| Departamento: |
Unicentro::Departamento de Ciências Sociais Aplicadas
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| País: |
Brasil
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| Palavras-chave em Português: |
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| Palavras-chave em Inglês: |
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| Palavras-chave em Espanhol: |
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| Área do conhecimento CNPq: |
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| Link de acesso: |
http://tede.unicentro.br:8080/jspui/handle/jspui/1437
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Resumo: |
Innovation is a product of social relationships and exchanges in communities formed in virtual social networks. From these relationships, the so-called Communities of Practice arise outside of organizations. From the perspective of Knowledge Management and Communities of Practice theories, such communities become an important instance of knowledge creation and management, as they allow sharing and internalization of practices, information, knowledge and innovation. In this context, this study aims to understand how Innovation is created and mediated in a Virtual Community of Practice (VCoP) (i.e., social network) among franchisers of the Integrated National Center of Courses’ (Centro Nacional Integrado de Cursos – CENAIC). To this end, shared tacit and explicit knowledge, the process of knowledge creation and the types of Innovation were evaluated and correlated to the implemented innovations. Semi-structured interviews and observation based on exploratory and qualitative research methodologies were used for data collection, while data analysis considered three major categories: Knowledge Management, Virtual Community of Practice and Innovation. The results demonstrated that franchisers create and share information, knowledge and innovations through social networks, particularly WhatsApp. Although tacit knowledge consisted mostly of previous experiences, explicit knowledge was shared as proposals for marketing actions or to improve organizational processes, as well as knowledge elements (photography or commercial art). Among the types of Innovations shared, those related to products, organizational processes and marketing were predominant, with almost all of them being of incremental nature. The practices shared were based in positive experiences already implemented and tested in franchising units, such as strategies to obtain registration of students, recommendation (or not) of third-party services in the areas of billing and attraction of students, recommendation of social network mass publication tools, among others. As a whole, these observations point to the Virtual Communities of Practice as a vital medium for the systematic and dialogic sharing of Innovation, becoming a suitable (ba) environment for the creation of knowledge and support to its members. By sharing, franchisers become active managers of the knowledge created, thereby sustaining competitive features ultimately resulting in the success of the franchising organizations. |
