Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes
Ano de defesa: | 2013 |
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Autor(a) principal: | |
Orientador(a): | , |
Banca de defesa: | |
Tipo de documento: | Tese |
Tipo de acesso: | Acesso aberto |
Idioma: | por |
Instituição de defesa: |
Não Informado pela instituição
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Programa de Pós-Graduação: |
Não Informado pela instituição
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Departamento: |
Não Informado pela instituição
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País: |
Não Informado pela instituição
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Palavras-chave em Português: | |
Palavras-chave em Inglês: | |
Link de acesso: | http://hdl.handle.net/10438/11449 |
Resumo: | This work deals on strategy and knowledge, asking why organizations fail to leverage the knowledge assets that go beyond those defined by the organizational strategy and can generate additional value for its stakeholders expressive. These knowledge assets that are beyond those required by the roles and functions, here called 'cognitive surplus', could induce strategic flexibility, create distinctive intangible assets and generate additional value. However, the logic of the traditional strategy based on efficiency and rationality defines the demanded knowledge and creates a rule, a strategic rigidity that limits the space for contributions arising from the cognitive surplus that may not be directly related to the goals and targets established in the strategic plan. Another logic based in the cultures of participation, abundance and generosity is brought to account , in which the following boundary conditions can be observed: (i) cognitive surplus can be identified as rare, valuable, non substitutable, difficult to imitate and derived from long processes of development, therefore, they can distinguish the organization from the others of the sector; (ii) the cognitive surplus can induce new dynamics of operation for enabling contexts, and (iii) enabling contexts can act as potential places for disclosure, mobilizing and use of these surpluses. The research used, predominantly, the method, procedures, and qualitative techniques. Specialists who work as researchers and consultants with recognized projection in Strategy, Knowledge Management and People Management were interviewed. The results showed how organizations deal with the cognitive surplus; what organizations could do with the cognitive surplus; barriers that rise to the disclosure, mobilization and use of these surpluses; which governs the creation of current contexts; the existence or no interaction spaces intentionally constructed by organizations; the attitudes of members of organizations in relation to cognitive surplus; and, the perceived benefits which cognitive surplus can bring to the significant stakeholders of the organization. |
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oai:bibliotecadigital.fgv.br:10438/11449 |
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FGV |
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Repositório Institucional do FGV (FGV Repositório Digital) |
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Lopes, Edson GonçalvesEscolas::EBAPERodrigues, Elaine Maria TavaresVergara, Sylvia ConstantMotta, Paulo RobertoFontes Filho, Joaquim RubensRezende, José Francisco de Carvalho2014-02-03T15:52:48Z2014-02-03T15:52:48Z2013-12-19LOPES, Edson Gonçalves. Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes. Tese (Doutorado em Administração) - FGV - Fundação Getúlio Vargas, Rio de Janeiro, 2013.http://hdl.handle.net/10438/11449This work deals on strategy and knowledge, asking why organizations fail to leverage the knowledge assets that go beyond those defined by the organizational strategy and can generate additional value for its stakeholders expressive. These knowledge assets that are beyond those required by the roles and functions, here called 'cognitive surplus', could induce strategic flexibility, create distinctive intangible assets and generate additional value. However, the logic of the traditional strategy based on efficiency and rationality defines the demanded knowledge and creates a rule, a strategic rigidity that limits the space for contributions arising from the cognitive surplus that may not be directly related to the goals and targets established in the strategic plan. Another logic based in the cultures of participation, abundance and generosity is brought to account , in which the following boundary conditions can be observed: (i) cognitive surplus can be identified as rare, valuable, non substitutable, difficult to imitate and derived from long processes of development, therefore, they can distinguish the organization from the others of the sector; (ii) the cognitive surplus can induce new dynamics of operation for enabling contexts, and (iii) enabling contexts can act as potential places for disclosure, mobilizing and use of these surpluses. The research used, predominantly, the method, procedures, and qualitative techniques. Specialists who work as researchers and consultants with recognized projection in Strategy, Knowledge Management and People Management were interviewed. The results showed how organizations deal with the cognitive surplus; what organizations could do with the cognitive surplus; barriers that rise to the disclosure, mobilization and use of these surpluses; which governs the creation of current contexts; the existence or no interaction spaces intentionally constructed by organizations; the attitudes of members of organizations in relation to cognitive surplus; and, the perceived benefits which cognitive surplus can bring to the significant stakeholders of the organization.Este trabalho tratar sobre estratégia e conhecimento, questionando o porquê das organizações deixarem de aproveitar os ativos de conhecimentos que transcendem aos definidos pela estratégia organizacional e que podem gerar valor adicional para seus stakeholders expressivos. Esses ativos de conhecimentos que estão além dos exigidos pelos cargos e funções, aqui denominados de 'excedentes cognitivos', permitiriam induzir flexibilidade estratégica, criar recursos intangíveis distintivos e gerar valor adicional. Entretanto, a lógica da estratégia tradicional, baseada na eficiência e na racionalidade, define os conhecimentos demandados e cria, via de regra, uma rigidez estratégica que limita o espaço para as contribuições decorrentes dos excedentes cognitivos que poderão não estar relacionados diretamente aos objetivos e metas estabelecidas no plano estratégico. Outra lógica baseada nas culturas da participação, abundância e generosidade é trazida à consideração, na qual as seguintes condições de contorno podem ser observadas: (i) os excedentes cognitivos podem ser identificados como raros, valiosos, não substituíveis, de difícil imitação e decorrentes de longos processos de desenvolvimento, logo, podem distinguir a organização das demais do setor; (ii) os excedentes cognitivos podem induzir novas dinâmicas de funcionamentos para os contextos capacitantes; e, (iii) os contextos capacitantes podem atuar como locais propícios à evidenciação, mobilização e uso desses excedentes. A pesquisa valeu-se, predominantemente, do método, procedimentos e técnicas qualitativas. Foram entrevistados especialistas que atuam como pesquisadores e consultores, com reconhecida projeção nas áreas de Estratégia, Gestão do Conhecimento e Gestão de Pessoas. Os resultados evidenciaram como as organizações lidam com os excedentes cognitivos; o que as organizações poderiam fazer com os excedentes cognitivos; as barreiras que se erguem à evidenciação, mobilização e uso desses excedentes; o que rege a criação dos atuais contextos capacitantes; a existência ou não de espaços de interação construídos intencionalmente pelas organizações; as atitudes dos integrantes das organizações em relação aos excedentes cognitivos; e a percepção dos benefícios que os excedentes cognitivos podem trazer para os stakeholders expressivos da organização.porEstratégiaConhecimentoContextos capacitantesExcedentes cognitivosGeração e percepção de valorEnabling contextsCognitive surplusGeneration and perception of valueEstratégiaConhecimentoContextos capacitantesExcedentes cognitivosGeração e percepção de valorStrategyKnowledgeAdministração de empresasGestão do conhecimentoPlanejamento estratégicoCapital intelectualAprendizagem organizacionalValor adicionadoConexão 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Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
title |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
spellingShingle |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes Lopes, Edson Gonçalves Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor Enabling contexts Cognitive surplus Generation and perception of value Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor Strategy Knowledge Administração de empresas Gestão do conhecimento Planejamento estratégico Capital intelectual Aprendizagem organizacional Valor adicionado |
title_short |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
title_full |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
title_fullStr |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
title_full_unstemmed |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
title_sort |
Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes |
author |
Lopes, Edson Gonçalves |
author_facet |
Lopes, Edson Gonçalves |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EBAPE |
dc.contributor.member.none.fl_str_mv |
Rodrigues, Elaine Maria Tavares Vergara, Sylvia Constant Motta, Paulo Roberto |
dc.contributor.author.fl_str_mv |
Lopes, Edson Gonçalves |
dc.contributor.advisor1.fl_str_mv |
Fontes Filho, Joaquim Rubens Rezende, José Francisco de Carvalho |
contributor_str_mv |
Fontes Filho, Joaquim Rubens Rezende, José Francisco de Carvalho |
dc.subject.por.fl_str_mv |
Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor Enabling contexts Cognitive surplus Generation and perception of value Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor |
topic |
Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor Enabling contexts Cognitive surplus Generation and perception of value Estratégia Conhecimento Contextos capacitantes Excedentes cognitivos Geração e percepção de valor Strategy Knowledge Administração de empresas Gestão do conhecimento Planejamento estratégico Capital intelectual Aprendizagem organizacional Valor adicionado |
dc.subject.eng.fl_str_mv |
Strategy Knowledge |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Gestão do conhecimento Planejamento estratégico Capital intelectual Aprendizagem organizacional Valor adicionado |
description |
This work deals on strategy and knowledge, asking why organizations fail to leverage the knowledge assets that go beyond those defined by the organizational strategy and can generate additional value for its stakeholders expressive. These knowledge assets that are beyond those required by the roles and functions, here called 'cognitive surplus', could induce strategic flexibility, create distinctive intangible assets and generate additional value. However, the logic of the traditional strategy based on efficiency and rationality defines the demanded knowledge and creates a rule, a strategic rigidity that limits the space for contributions arising from the cognitive surplus that may not be directly related to the goals and targets established in the strategic plan. Another logic based in the cultures of participation, abundance and generosity is brought to account , in which the following boundary conditions can be observed: (i) cognitive surplus can be identified as rare, valuable, non substitutable, difficult to imitate and derived from long processes of development, therefore, they can distinguish the organization from the others of the sector; (ii) the cognitive surplus can induce new dynamics of operation for enabling contexts, and (iii) enabling contexts can act as potential places for disclosure, mobilizing and use of these surpluses. The research used, predominantly, the method, procedures, and qualitative techniques. Specialists who work as researchers and consultants with recognized projection in Strategy, Knowledge Management and People Management were interviewed. The results showed how organizations deal with the cognitive surplus; what organizations could do with the cognitive surplus; barriers that rise to the disclosure, mobilization and use of these surpluses; which governs the creation of current contexts; the existence or no interaction spaces intentionally constructed by organizations; the attitudes of members of organizations in relation to cognitive surplus; and, the perceived benefits which cognitive surplus can bring to the significant stakeholders of the organization. |
publishDate |
2013 |
dc.date.issued.fl_str_mv |
2013-12-19 |
dc.date.accessioned.fl_str_mv |
2014-02-03T15:52:48Z |
dc.date.available.fl_str_mv |
2014-02-03T15:52:48Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/doctoralThesis |
format |
doctoralThesis |
status_str |
publishedVersion |
dc.identifier.citation.fl_str_mv |
LOPES, Edson Gonçalves. Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes. Tese (Doutorado em Administração) - FGV - Fundação Getúlio Vargas, Rio de Janeiro, 2013. |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10438/11449 |
identifier_str_mv |
LOPES, Edson Gonçalves. Conexão entre estratégia e conhecimento na criação de valor adicional para stakeholders expressivos: um nova forma de organizar os contextos capacitantes. Tese (Doutorado em Administração) - FGV - Fundação Getúlio Vargas, Rio de Janeiro, 2013. |
url |
http://hdl.handle.net/10438/11449 |
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por |
language |
por |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
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openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
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Fundação Getulio Vargas (FGV) |
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FGV |
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FGV |
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Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
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