Desenvolvimento do processo de gestão do conhecimento por meio da utilização da gestão por processos em uma empresa júnior

Abstract

Micro and small companies have an accentuated contribution to the economy, as they are present in all its branches, having their strength evidenced in the last three decades by representing 30% of the value added to the Brazilian GDP and collaborating with the generation of almost 300 thousand new jobs I work in the first four months of 2019. Companies of this size end up being sensitive to changes in society due to their proximity to the consumer market, needing to adapt to the changes required by the environment. Regardless of their structure, the functions performed are always linked through processes. Within this context, the Junior Enterprise is inserted, where the members work with the execution of projects over, on average, 19 months, while they remain in the company. The present study aimed to develop the Knowledge Management (KM) process in a junior enterprise using a process management method. The Process Management method proposed by Pereira Junior (2010) was used to map the current KM process, identifying existing good practices. The stages were defined with the aid of the KM process proposed by De Sordi (2008), benchmarking and related studies presented. The results showed that it was possible to identify the performance of the current process and the existing problems from the perspective of the process client; then, the possible root causes of these problems were mapped and an action plan for optimization focused on the process client was proposed. The KM process was developed and suggested the implementation of documents and activities that collaborate in improving the process, so that the exchange of knowledge would occur naturally, making the process clients able to perform the activities without hesitation, confident in the knowledge they have, impacting the culture of the studied organization and bringing agility in responses as a competitive differential.