Thais Elaine Vick

Information culture and its influences in knowledge creation

We confirmed the existence of two dominant information culture profiles, as hypothesized by Choo (2013).The rule-following culture is represented by most of the teams studied. This result indicates that the information culture of the teams is influenced by the information culture of the organizations in which these teams are connected.Teams with a higher number of members - as well as multidisciplinary teams - were identified with a relationship-based culture.Results also showed plausible relationships between the risk-taking culture and externalization of knowledge; the rule-following culture and the combination of knowledge; result-oriented culture and internalization of knowledge; and the relationship-based culture and socialization of knowledge. This paper empirically analyzes the typology of information cultures (TICs) developed by Choo ((2013). International Journal of Information Management, 33, 775). The primary objective is to identify information behaviors and values that could describe the information culture in the context of project team work while knowledge creation occurs, resulting in technological innovation. The secondary aim is to find resulting relationships between the TICs and the modes of knowledge conversion. Twelve university project teams were selected to participate in the study. The teams are part of the Partnership for Technological Innovation Research Program (PITE) from the Sao Paulo Research Foundation (FAPESP), Brazil. The qualitative technique of categorical content analysis was used. The data analysis is based on a set of five attributes: (i) the primary goal of information management; (ii) information values and norms; (iii) information behaviors in terms of information needs, (iv) information seeking, and (v) information use. The main results are twofold. First, we confirmed the existence of two dominant culture profiles, as hypothesized by Choo ((2013). International Journal of Information Management, 33, 775). Second, results also showed plausible relationships between the risk-taking culture and externalization of knowledge; the rule-following culture and the combination of knowledge; result-oriented culture and internalization of knowledge; and the relationship-based culture and socialization of knowledge.

Identifying the information management process and knowledge creation in technology-based companies: a Brazilian comparative case study

Information and knowledge have been cited over the last two decades as competitive advantage tools. Recently, the use of them has been discussed to promote innovation. The premise indicates that human interaction, information sharing and knowledge creation are vital for the success of organizations that need to constantly learn and innovate. The aim of this study is to point out contributions in a dynamic environment of acquisition, dissemination and the use of information to create subsequent knowledge, observing how these two processes take place in technology-based companies. A comparative method of case studies and qualitative research was used, conducted in nine technology-based companies, which were incubated or had recently been through the incubating process in a Technological Park in Brazil. Among the main results, it was found that in graduated companies, information management and its procedures were identified as being more conscious and structured. Moreover, it was also observed that the incubated companies had an organizational environment providing better conditions for knowledge creation.

Aportes da gestão da informação para a criação de conhecimento em equipes de inovação

Information and knowledge have been cited for two decades as competitive advantage tools. Recently, the use of them is discussed in promotion of the innovation. The premise indicates that human interaction, information sharing and knowledge creation are vital for the success of organizations that need to learn and innovate all the time. This paper has the intention to point contributions from a dynamic environment of acquisition, dissemination and the use of information to the subsequent knowledge creation and the formation of innovation teams.

Directions of scientific literature in knowledge management from the perspective of their relationships with innovation, information and technology management

Given the establishment of new journals as a way to fill in gaps and further studies in the area of Knowledge Management and the impact Knowledge Management has had for two decades as a tool for competitive advantage, the aim of the study was to point out tendencies and discuss academic production in Knowledge Management over the years. As the focus of discussion, the article analyzes the relationship of Knowledge Management between Innovation Management, Technology Management and Information Management. The source material for mapping academic output was ten international journals, which were selected from 2006 to 2012, obtaining an initial sample of 2,900 papers. The systematic search was conducted to identify which relationships are more predominant in the journals selected. Through the analysis of relationships in publications within the time interval established, it was found that the relationship between Knowledge Management and Technology Management appears much more frequently in all publications over the years. The relationship between Knowledge Management and Technology Management decreased significantly in recent years. In contrast, there was an increase in papers discussing Knowledge Management and Innovation Management.

Preconditions for Successful Knowledge Creation in the Context of Academic Innovation Projects

This paper assumes that the key to understanding successes and failures in knowledge creation (KC) by academic innovation teams in a scenario of university–industry relations is to identify and evaluate preconditions, needed for efforts to flourish. We examine the synergistic intervention of individual competence, information literacy, innovation culture and communication in academic project team work while KC occurs, resulting in technological innovation. Our in-depth research with 20 university project teams has led us to a more differentiated picture of KC in academic innovation projects. The qualitative technique of categorical content analysis was used. As the main contributions, we present in a four-dimensional perspective the resulting relationships between the knowledge created by the teams and the critical factors that influence its creation. Moreover, deriving from these relations, six patterns of behaviour were found in the study.

O contexto organizacional como aporte à inovação: um viés comparativo de casos em empresas brasileiras

The aim of this paper is to investigate, through the organizational context, the adoption of management practices for product innovation and the challenges faced by organizations to increase their innovative performance. To this end, the following dimensions are studied: 1) innovation culture, 2) organizational structure and governance for innovation, and 3) relationships with the external environment. The choice of this theme is justified by the fact that organizational contexts that enhance innovative performance are still not fully unraveled, and by the lack of empirical studies that analyze the reality of the practices proposed in the organizational world, especially in Brazil. Modern approaches to innovation are presented as a conceptual basis. These approaches recognize that well-structured processes are not sufficient for innovation to occur, but an environment conducive to innovative activity is also needed. The realization of exploratory qualitative research is conducted through a multiple case study. In this study, the management systems of four enterprises with innovation activity and relevant product development in Brazil are studied. The main results characterize the intra-organizational challenges and indicate high interdependence between organizational context and consistency of processes of innovation, as well as the influence of organizational structure on how initiatives flow through innovation processes.