O papel do líder na superação de barreiras na gestão do conhecimento em projetos

• Ano de defesa: 2025
• Autor(a) principal: Vidal, Pedro José de Souza
• Orientador(a): Silva, Luciano Ferreira da
• Banca de defesa: Silva, Luciano Ferreira da , Souza, Edson Melo de , Marques, Roseane Barcellos
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Nove de Julho
• Programa de Pós-Graduação: Programa de Pós-Graduação em Gestão de Projetos
• Departamento: Administração
• País: Brasil
• Palavras-chave em Português: gerenciamento de projetos; gestão do conhecimento; liderança; liderança do conhecimento
• Palavras-chave em Inglês: project management; knowledge management; leadership; knowledge leadership
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://bibliotecatede.uninove.br/handle/tede/3871

In projects, Knowledge Management (KM) faces barriers that prevent the effective flow of knowledge. Although the literature recognizes that leadership is central to KM, few studies operationally specify how leaders act in overcoming specific barriers. This dissertation aims to describe how the leader's role can help overcome barriers in KM in the context of projects. The methodological procedures involved a systematic literature review for theoretical foundation and an empirical study based on 21 semi-structured interviews conducted with project leaders. Data analysis was conducted using systematic coding techniques, following the principles of Grounded Theory. The results identified specific barriers to KM organized into three categories (cultural, process-related, and individual), specific actions that leaders implement to overcome these barriers organized into three interdependent dimensions (culture, processes, and people), and leadership enabling requirements organized into three categories (organizational context, individual characteristics, and interpersonal relationships). The main contribution of this research is the integrated leadership model for KM in projects that systematically maps which barriers, their respective overcoming actions based on the leader's action, and which requirements the leader needs to implement them. The model offers a diagnostic and prescriptive framework applicable for leaders, project management offices, and organizations in implementing sustainable KM initiatives, contributing to both theoretical advancement and practice in project and knowledge management. The contributions connect to the Sustainable Development Goals (SDG 8, 9, and 17) by promoting efficiency in projects that prevents resource waste, fosters organizational innovation, and facilitates collaboration and knowledge sharing. The research integrates with research line 2, "Advanced Management of Projects, Programs, and Portfolios" of PPGP/UNINOVE and is linked to the core project "Human Factor and Sustainability in Projects and Organizations" of the advisor.