Information Technology Reference
In-Depth Information
technological innovation is a specific value of our work, but this knowledge
is not made explicit. (Group recall -managers)
f) The share of knowledge is mostly made in the same department and not easy to
be accessible by others.
We use specific software to share knowledge. This software help us to
create the machines structures (drawings, documents with technical
specifications, budgets, coast), and we also use it to store that information.
Only workers from our department have access to the information. The share
is intra-department. (Group recall - technicians)
The share of knowledge between the technicians and the managers are
made through the technical drawings. (Group recall -managers)
g) The organization doesn't have a network of knowledge and it seems that
managers don't see the importance and the potentialities of this kind of way to share
and to help developing knowledge.
We don't have a knowledge network. But it exits for the company Group.
(Group recall -managers)
No. We only have an Intranet. But the co-workers of different business
units don't share information or knowledge between them. (Group recall -
technicians)
4
Discussion and Results
It was created a need to innovate in BETA organization, because of organizational
problems faced by the business unit (BU). It was necessary to create a positive vision
of the innovation process, regarding the future of the organization.
The commitment of top management was very important, not only for all the
process of creation and sharing of knowledge, but mostly for the effective use and
application of it. Top management was involved from the beginning making the kick-
off of the process. The main concern was to involve every employee and to define
clear and realistic organizational change expectations.
The managers assumed a very important role in defining the priorities, defining
targets, assuring communication and helping to create a bigger employee involvement
and satisfaction. They try to build constructive relationships with their team members
to enable the organization to achieve its strategic organizational change goals.
Communication, motivation and leadership skills were developed for modelling new
behaviors that they expect of their staff.
The technicians always try to support sustainable problem solving and improvements
and an alliance between organizational actors were created with the involvement and
participation of all people. It was a large scale change because important aspects like the
management style and organizational culture lead to the change of organizational
fundamentals itself.
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