The formation of centres of excellence in subsidiaries of first tiers in brazil: an analysis of the organizational knowledge perspective/A formacao de centros de excelencia nas subsidiarias de sistemistas no brasil: uma analise sob a otica do conhecimento organizacional
In Brazil, the flex fuel vehicle headlined a change in the role of subsidiaries that not only developed the new technology, as they became centres of excellence for applications involving alternative fuels. Many researches have studied the mechanisms that lead to the establishment of these centres i...
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Veröffentlicht in: | Internext 2013-12, Vol.8 (3), p.38 |
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Hauptverfasser: | , |
Format: | Artikel |
Sprache: | por |
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Zusammenfassung: | In Brazil, the flex fuel vehicle headlined a change in the role of subsidiaries that not only developed the new technology, as they became centres of excellence for applications involving alternative fuels. Many researches have studied the mechanisms that lead to the establishment of these centres in emerging countries, focusing on the role of the matrix or in the conditions of the countries that host the subsidiary. This article will identify the organizational knowledge creation that enabled subsidiaries to become centres of excellence. For this, we adopted an approach of multiple case studies with three pioneers in the development of this technology in Brazil: Bosch, Delphi and Magneti Marelli. The survey found that organizational knowledge was constructed from two sources (internal and external) with evidence in the way of knowledge conversion proposed in the SECI model: explicit knowledge, reported in company records, reports development, database, market inputs and the relationship with mothers and assemblers (externalization and combination), and tacit knowledge to the study of technical solutions (internalization) and the exchange of experiences between different generations of engineers (socialization). Keywords: centers of excellence; organizational knowledge; alternative fuels. No Brasil, o veiculo flex fuel protagonizou um alteracao no papel das subsidiarias de sistemistas que nao so desenvolveram a nova tecnologia, como se tornaram centros de excelencia para aplicacoes envolvendo combustiveis alternativos. Muitas pesquisas estudaram os mecanismos que levam a constituicao desses centros em paises emergentes, com foco no papel da matriz ou nas condicoes dos paises que hospedam a subsidiaria. Este artigo se propos a identificar a criacao do conhecimento organizacional que habilitaram subsidiarias a se tornar centros de excelencia. Para isso, foi adotada uma abordagem de multiplos estudos de caso com as tres empresas pioneiras no desenvolvimento da tecnologia flex fuel no Brasil: Bosch, Delphi e Magneti Marelli. A pesquisa constatou que o conhecimento organizacional foi construido a partir de duas fontes (interna e externa) com evidencias nos modos de conversao do conhecimento propostos no modelo SECI: o conhecimento explicito, divulgado nos registros da companhia, relatorios de desenvolvimento, banco de dados, inputs do mercado e a relacao com as matrizes e montadoras (externalizacao e combinacao) e pelo conhecimento tacito com o estudo de soluco |
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ISSN: | 1980-4865 1980-4865 |