Knowledge Management Implementation: a Process Design Proposition at Brazil's ONS (National Operator of the Interconnected Power System)

Abstract

The implementation of Knowledge Management (KM) processes has been long overlooked in the KM literature. This paper describes and analyzes the implementation of a KM process within the Brazilian organizational context based on a theoretical framework entitled "The SET KM Model". Both propositions — a process design for KM Implementation and "The SET KM Model"‑ came out as results of different sets of studies and researches conducted by two of the authors within the past decade. The methodology, qualitative in nature, is based on the study of multiple cases with incorporated units of analysis and three criteria were observed for the judgment of the quality of the research project: validity of the construct, external validity and reliability. Multiple sources of evidence were used — semi‑structured interviews, extensive documental research, direct observation and participant observation — and data analysis consisted of three flows of activities: data reduction, data displays and conclusion drawingverification. Among others, the case study conducted at ONS is highlighted in order to discuss a successful implementation experience in its early stages. The results confirmed the frameworks proposed and the conclusions suggest that (i) within KM, what is managed it's not knowledge itself, but solely the context where knowledge emerges and is socially constructed (ba) and (ii) KM implementation processes should be developed around strategic organizational issues and involve key knowledge activists in the organizations, mainly middle‑managers composing a governance committee supported by top administration.