Suchergebnisse

Resumo: Com o intuito de fortalecer a sua competitividade, micro e pequenas empresas têm adotado como estratégia participarem de redes interorganizacionais em razão de benefícios associados. Porém, do ponto de vista empírico, observa-se que empresas saem ou trocam de redes. No estudo teve-se como objetivo identificar os motivos que levam uma empresa a trocar de rede de cooperação. A consecução deste trabalho ocorreu por intermédio de uma pesquisa qualitativa de natureza exploratória, sendo o instrumento de coleta uma entrevista semiestruturada com o proprietário de uma empresa do setor supermercadista que decidiu trocar de rede de cooperação, e três empresários que saíram de redes de diferentes ramos de atividade e os presidentes dessas três redes. Os resultados demonstraram que, apesar dos muitos benefícios oriundos da participação em redes, se algumas das perspectivas individuais que as empresas tinham ao entrar na rede não forem correspondidas, ocorre a insatisfação, fazendo com que as empresas busquem novas oportunidades. Com os resultados do estudo, espera-se ter contribuído para ajudar os empresários e gestores na decisão de entrar e/ou sair de uma rede de cooperação.Palavras-chave: Redes interorganizacionais. Troca de rede. Problemas. Reasons that take a company to change the cooperation networkAbstract: In order to strengthen their competitiveness, micro and small companies have adopted as strategy to participate in interorganizational networks, due to associated benefits. However, from the empirical point of view, it is observed that companies leave or switch networks. The study aims to identify the reasons that lead a company to change cooperation network. This work was carried out through a qualitative research of an exploratory nature. The collection instrument was a semi-structured interview with the owner of a supermarket company that decided to exchange a cooperation network, and 3 entrepreneurs who left networks different branches of activity and the presidents of these 3 networks. The results showed that despite the many benefits of participating in networks, if some of the individual perspectives that companies had when entering the network are not met, dissatisfaction occurs causing companies to seek new opportunities. With the results of the study it is hoped to have contributed to helping entrepreneurs and managers in the decision to enter and/or leave a cooperation network.Keywords: Interorganizational networks. Network exchange. Problems.

PurposeThe purpose of this study was to evaluate the influence of knowledge management (KM) drivers on perceived KM results in a public higher education institution. A structured theoretical model based on leadership, people, processes, knowledge processes, technology, learning and KM results was developed and tested.Design/methodology/approachA survey was conducted with the employees of a public higher education institution where an administrative reform was initiated. A valid sample of 257 respondents was obtained. The data were obtained from the application of a structured questionnaire based on the KM drivers and their results. A five-point Likert-type scale was used to measure respondents' answers. The main data analysis technique was structural equation modeling.FindingsThe results indicate knowledge processes, leadership and people factors have a positive and significant impact on KM results. On the other hand, organizational processes, technology and learning factors were not significant. However, the service length of servants in the institution influences the perception of knowledge drivers.Practical implicationsPublic institutions should be attentive to people with more time of service because they may have difficulties with technological advances, reorganization of processes and adaptation to new ways of sharing knowledge.Originality/valueThis study advances on the analysis of KM results in the public sector and tests the moderation effect of time of service.