Para além do modelo tradicional: desafios para a socialização do conhecimento tácito em empresas de mineração e siderurgia

Abstract

In a world characterized by competition and increasing demands for quality and productivity, the creation and appropriation of knowledge by organizations represents a resource capable of giving them important competitive advantages. With this in mind, many companies have invested in People Management tools aimed at improving these processes. In this sense, this research carried out an analysis of a specific aspect of Knowledge Management: the way in which the socialization and appropriation of tacit knowledge takes place, in an unstructured way and from the interactions that take place in the corporate environment. Tacit knowledge is that which is acquired throughout life, through experience. It is implicit and therefore difficult to formalize or explain to another person, as it is subjective and inherent in a person's abilities. To this end, the perspectives of professionals specifically linked to steel and mining companies were analyzed, focusing on the technical and operational areas. The study was based on a qualitative approach, with semi-structured interviews with professionals who work in People Management and with managers of technical and operational teams. The data collected in the field was treated using content analysis procedures, based on interpretivist theory. The results show that organizational culture and leadership have a direct impact on the sharing of organizational knowledge. However, the element of culture precedes and underpins management style. Thus, stimulating the interaction needed to create organizational knowledge from experience is an exercise in empathy that must be promoted by leadership.