A semiótica do compartilhamento do conhecimento tácito em uma organização cooperativa: uma perspectiva integradora

• Ano de defesa: 2010
• Autor(a) principal: Miguel, Lilian Aparecida Pasquini
• Orientador(a): Popadiuk, Silvio
• Banca de defesa: Meirelles, Dimária Silva e , Godoy, Arilda Schmidt , Saiani, Cláudio
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Administração
• País: BR
• Palavras-chave em Português: conhecimento tácito; signo; semiótica Peirceana
• Palavras-chave em Inglês: tacit knowledge; sign; Peircean semiotic
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23171

This case study, oriented by Merriam (1998) view, was elaborated aiming to understand how signs are manifested as mediators in the tacit knowledge sharing process, among members of a cooperative organization, based on the theoretical articulation of: (a) the principles postulated by Polanyi (1962; 1966) about the tacit knowledge, whose view defends the ineffability of this kind of knowledge, (b) Peirce´s ([1931-1958] 2000) semiotic theory, for whom signs are a representation of something for someone (p.46), implying that everything in the world is a sign, and (c) the entente about the Sociology of Knowledge, of Berger and Luckmann (1996), proposing a reality created upon our daily life, through our social interaction, which evokes (d) the integrating symbolic interactionist view offered by Charon (2009). The case was a cooperative private organization, which primary data were collected by interviews, participative observations, production of still and in movement images, and secondary data, documents provided by the organization, i.e., organization chart, members´ demographic data, information existing in the organization site and promotional brochure. The data diversity demanded a methodological articulation of analysis, inspired on Grounded Theory, proposed by Charmaz (2006), Semiotic Analysis, proposed by Santaella (2002), Still Images Analysis, proposed by Penn (2008), In Movement Analysis, proposed by Rose (2008), and Audio Analysis, proposed by Bauer (2008), regarding to the qualitative data, and the statistical technique of Simple Descriptive Analysis, based on Barbetta (2002), regarding to the quantitative data. The whole effort for organizing and analyzing the data involved the utilization of the software NVivo8. Additional theoretical approaches were incorporated during the process of analysis and interpretation, in order to give a context to the signing content identified in the organization-case, analyzed through a semiotic point of view as an institution, showing a predominance signing representation of the existing tacit knowledge, pertaining to the social historical contexts, in which its members lived during the major part of their lives, which contents are summarized to locate the reader in the analysis. There are three significative contributions in the present study. The first refers to the theoretical articulation, which proposes a process of semiotic perception to the tacit knowledge sharing. Such approach could be corroborated in the field research, which allowed, as the second contribution, the proposal of a theoretical model, which allows to evaluate the organizational evolution based on the tacit knowledge sharing, as well as questioning models that do not consider related historical-social aspects. The third contribution is based on the methodological articulation applied, and refers to this study assumption about the characteristics and signs under which the tacit knowledge can be shared, including the verbal signs. Based on this, the present work perspective proposes that the tacit knowledge sharing occurs through a symbolic, interactionist and institutional way, which makes that the innovative mode depends both on internal and external conditions, involving, however, aspects out of the organizational control.