Proceedings of the 12th European Conference on Knowledge ...

Es<strong>the</strong>r Lage et al
company with <strong>the</strong> people who possess it. It is important that companies decide first which knowledge
<strong>the</strong>y want to protect and what mechanisms should be used for that purpose.
In order to make <strong>the</strong>se processes work organizations must count on various organizational
components, such as information technology, organizational structure, <strong>the</strong>ir vision and values and,
above all, on <strong>the</strong> individual and group behavior <strong>of</strong> <strong>the</strong>ir members (Richter 2002).
3. Methodology
This paper applies a qualitative-descriptive research method aiming to identify and describe routines
related to <strong>the</strong> leveraging <strong>of</strong> organizational knowledge from <strong>the</strong> viewpoint <strong>of</strong> <strong>the</strong> managers. A case
study was chosen since it is considered to be <strong>the</strong> research strategy most appropriate to answer
questions such as why and when; to understand a phenomenon upon which <strong>the</strong>re is little control; and
when <strong>the</strong> objective is to focus on a real situation (Yin 2001). The main limitation <strong>of</strong> <strong>the</strong> method, as
outlined by Gil (1991), refers to <strong>the</strong> difficulty <strong>of</strong> generalization <strong>of</strong> its results. Due to being an
outstanding company in its industry which has been making investments in knowledge management,
a Mining Company, located in Minas Gerais, Brazil, was selected to be analyzed in this paper. Nine
managers <strong>of</strong> areas related to knowledge management, both administrative and operational, were
interviewed during two visits to <strong>the</strong> company. The following departments were represented:
Technological Development, in charge <strong>of</strong> knowledge management in <strong>the</strong> organization; Human
Resources, Communications and Marketing, directly related to employees and stakeholders´
knowledge; Industrial Engineering and Industrial Automation for <strong>the</strong>ir relation to <strong>the</strong> innovation in <strong>the</strong>
manufacturing process; and Mining and Processing departments, since <strong>the</strong>y represent <strong>the</strong> core
business <strong>of</strong> <strong>the</strong> company.
Semi-structured interviews were used in order to collect primary data. The managers were asked to
identify routines that promote <strong>the</strong> creation, acquisition, codification, sharing, usage and protection <strong>of</strong>
knowledge. Those interviews were recorded and transcribed. Secondary data were also used such as
<strong>the</strong> company’s website, <strong>the</strong> Code <strong>of</strong> Ethics, a brochure about <strong>the</strong> Patent Process, a model <strong>of</strong> <strong>the</strong>
script used for <strong>the</strong> codification <strong>of</strong> critical technologies and a CD Rom entitled “The Field <strong>of</strong> Ideas -
Reward and Recognition Program”. Despite those data were collected in 2003, <strong>the</strong>y have not been
published so far. The data were analyzed through <strong>the</strong>matic analysis in a qualitative way.
4. Knowledge management routines
4.1 Knowledge creation
Three routines related to <strong>the</strong> creation <strong>of</strong> knowledge stand out: <strong>the</strong> Field <strong>of</strong> Ideas Program, Learning
Groups and Master and Doctoral Programs. The Field <strong>of</strong> Ideas Program was created in September
1999. All employees can participate, including contractors. It aims to stimulate <strong>the</strong> creativity <strong>of</strong>
employees, especially on <strong>the</strong> operational level, through group work. The table below shows <strong>the</strong> seven
phases <strong>of</strong> <strong>the</strong> program:
Table 1: Steps <strong>of</strong> <strong>the</strong> Field <strong>of</strong> Ideas Program
Steps Responsible Description
1 Identification <strong>of</strong>
Opportunities
Employee Identification <strong>of</strong> a possible improvement, considering <strong>the</strong>
company´s goals and <strong>the</strong> experience <strong>of</strong> <strong>the</strong> employee.
The employee should fill out a form that is available on <strong>the</strong>
program´s website in order to participate in <strong>the</strong> program.
2 Proposal Analysis Managers The employee´s manager and <strong>the</strong> Field <strong>of</strong> Idea’s manager
have to assess <strong>the</strong> suggestion regarding <strong>the</strong> technical and
financial viability and <strong>the</strong> company’s goals. This process
can take up to 10 days.
3 Action Plan Employees The employees fill out <strong>the</strong> form “Action Plan” and negotiate
with <strong>the</strong> manager all <strong>the</strong> support needed to implement <strong>the</strong>
idea.
4 Implementation Employees Implementation <strong>of</strong> planned ideas.
5 Assessment <strong>of</strong>
Results
Employee´s manager and
<strong>the</strong> Field <strong>of</strong> Idea’s manager
The form "Verification Results” should be filled out by <strong>the</strong>
managers. If <strong>the</strong> results are not as expected, <strong>the</strong> process
returns to stage 3.
6 Standardization Employees´ manager and A standard is defined. If necessary, goals are reviewed and
<strong>the</strong> Field <strong>of</strong> Idea’s manager
employees are trained accordingly.
7 Reward Quality System Department Employees are rewarded according to rules previously
defined.
Source: CD-Rom: The Field <strong>of</strong> Ideas Program
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