Model created by Nonaka e Takeuchi demonstrate the four processes of conversion of tacit knowledge to explicit knowledge and back to tacit knowledge, at the individual and organizational level (socialization, externalization, combination, internalization).
Published in Chapter:
The Relationships between Project Management and Knowledge Management: Where We Can Find Project Knowledge Management in the Project Management Process
Cláudio Roberto Magalhães Pessoa (Federal University of Minas Gerais, Brazil), Fabiana Bigão Silva (Federal University of Minas Gerais, Brazil), and Mônica Erichsen Nassif (Federal University of Minas Gerais, Brazil)
Copyright: © 2015
|Pages: 23
DOI: 10.4018/978-1-4666-7536-0.ch007
Abstract
All companies work nowadays at pursuit of innovation, because that will bring better results. The high demand for innovative products and services has led companies to a permanent state of change, either launching a new product or improving the current, enhancing or changing production line, or making administrative change. According to Davenport and Prusak (1998), organizations recognize that knowledge is the only source capable of generating sustainable competitive advantages. Gattoni (2000) corroborates the authors defending that enterprise knowledge management becomes a new strategy to be matured in terms of competitive gains in projects. Models and theoretical approaches show that the relationship between project management, and information and knowledge management generates significant improvements to organizations. This chapter makes a link of both themes aimed at significant improvements in the organization.