KNOWLEDGE MANAGEMENT IN A HIGH TECHNOLOGY INDUSTRY

This study aims to contribute to the Knowledge Management Theory under a social perspective. It evaluates the Knowledge Management Cycle applied in a Brazilian high technology-based industry, a former national company which had been privatized in 1994, and passed through a huge organizational transformation and, after few years, became a market leader in one of the most competitive business sectors. Social organization covers Corporative Culture, Human Resources and Leadership aspects seen as knowledge enablers. This research used a qualitative approach and took a Knowledge Management Model developed by the Fraunhoffer Institute researchers and associates as a reference. Conclusions indicated that in order to become competitive in the new Management Model the studied company had to develop a cluster of human and business competencies. These were developed through educational processes which included personnel and leadership development. Organizational Culture had also contributed to KM process nurturing a sense of continuous improvement, customer and shareholder satisfaction.