| KMI |
------------------------------------------------------Main findings----------------------------------------------------- |
| Knowledge management processes and policies |
Internal mistakes, failures, and disagreements are seen as opportunities to learn by the institution. In addition, it seeks higher value activities or allocating people with the right skills before thinking about depriving them from their positions or functions. These are characteristics of a learning institution (SANTOS et al., 2017SANTOS, R. S. dos et al. LEARNING ORGANIZATIONS: subjects for management with people in the public service. Holos, v. 8, p. 205-228, 2017. Available from: <Available from: http://dx.doi.org/10.15628/holos.2017.5171
>. Accessed: Nov. 19, 2017. doi: 10.15628/holos.2017.5171.
http://dx.doi.org/10.15628/holos.2017.51...
). |
| Sharing, communication, and relationship |
The study institution is able to understand and communicate the intended use of information, making routine its environment for knowledge, sharing among employees. This also favors cooperation and complementarity of actions in the search for relevant information to favor the region where they work (VENKITACHALAM & AMBROSINI, 2017VENKITACHALAM, K.; AMBROSINI, V. A triadic link between knowledge management, information technology and business strategies. Knowledge Management Research & Practice, v.15, n.2, p.192-200, 2017. Available from: <Available from: http://dx.doi.org/10.1057/s41275-016-0043-5
>. Accessed: Oct. 22, 2017. doi: 10.1057/s41275-016-0043-5.
http://dx.doi.org/10.1057/s41275-016-004...
). |
| Carrying out the task |
The institution employees are able to locate the information they need to improve the quality and efficacy of their work to solve the regional problems (BUKOWITZ; WILLIAMS, 2000BUKOWITZ, W. R.; WILLIAMS, R. L. The knowledge management fieldbook. United States: Financial Times/Prentice Hall, 2000.). |
| KM roles |
The study institution is able to allocate or designate people and groups to assess the multidisciplinary knowledge in different graduate courses provided to solve the problems of the semi-arid region when resources for the innovation process are allocated (BRITO et al., 2012BRITO; L. M. P. et al. Knowledge management in a public institution for technical assistance and rural extension of northeastern Brazil. Revista de Administração Pública, v.46, n.5, p.1341-1366, 2012. Available from: <Available from: http://dx.doi.org/10.1590/S0034-76122012000500008>
. Accessed: Aug. 23, 2017. doi: 10.1590/S0034-76122012000500008.
http://dx.doi.org/10.1590/S0034-76122012...
). |
| Electronic media and ICTs* |
The institution has electronic navigation instruments (ALEGRE; SENGUPTA; LAPIEDRA, 2013ALEGRE, J. et al. Knowledge management and innovation performance in a high-tech SMEs industry. International Small Business Journal, v.31, n.4, p.454-470, 2013. Available from: <http://dx.doi.org/10.1177/0266242611417472>. Accessed: Dec. 13, 2017. doi: 10.1177/0266242611417472.
https://doi.org/http://dx.doi.org/10.117...
) that can find and capture the necessary knowledge to direct employees to the best management practices. |
| Documentation, measurement, and protocols |
The study institution has high protocol levels for institutional information security, which can favor the semi-arid region. Such levels can be explained by the institutional commitment for the sustainable development of the region. |
| Decision-making process |
The institution uses mental models to better understand why facts happen in a certain way, as well as to learn how to solve problems arising from new situations. In addition, the employees reflect on how much the institution can leverage the knowledge acquired about the region where it operates. |
| Simulation, innovation, and problem solving |
The university uses game and simulation equipment to better understand how events happen in the institutional context. In addition, the institution staff prefers to use the resources and skills built according to the regional reality to test or make feasible innovative ideas for the semi-arid region. |
| Partnership |
The institution participates in various communities that facilitate knowledge dissemination, expanding the support network to the semi-arid region. This result showed that forming partnerships is not a challenge for the study university, and this fact contrasts with the findings of Fidel, Cervera, and Schlesinger (2016FIDEL, P. et al. Customer’s role in knowledge management and in the innovation process: effects on innovation capacity and marketing results. Knowledge Management Research & Practice, v.14, n.2, p.195-203, 2016. Available from: <Available from: http://dx.doi.org/10.1057/kmrp.2015.19
>. Accessed: Oct. 19, 2017. doi: 10.1057/kmrp.2015.19.
http://dx.doi.org/10.1057/kmrp.2015.19...
). |
| Assessment of knowledge |
The institution administrators strongly reflect on their work experiences and the knowledge generated on the semi-arid region. According to Fidel, Cervera, and Schlesinger (2016FIDEL, P. et al. Customer’s role in knowledge management and in the innovation process: effects on innovation capacity and marketing results. Knowledge Management Research & Practice, v.14, n.2, p.195-203, 2016. Available from: <Available from: http://dx.doi.org/10.1057/kmrp.2015.19
>. Accessed: Oct. 19, 2017. doi: 10.1057/kmrp.2015.19.
http://dx.doi.org/10.1057/kmrp.2015.19...
), the purpose of this reflection process is to strengthen the relationship between the institution and the local society using the KM efficiency. |
| Values |
People are considered sources of value rather than costs, and there is an effort to combine the formal values of the institution with the informal ones of its employees. |
| Recognition and appreciation of KM |
The study university recognizes that knowledge about the region is a resource capable of generating value for the institution in the environment where it operates. |
