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the knowledge available, as well as their practices
and experiences, is greatly reduced. Losses
involving its employees imply the avoidance of
knowledge and competences, which often have not
been socialized, externalized and not combined, and
thus may be lost. It is recommended to use the
organizational portal as focal point to the OU. For
the knowledge transfer, it is recommended the use of
methods supported by technology such as: the
Virtual Classroom, which consists of a learning
network for discussions and interactions at distance.
It identifies in the an organizational culture to the
creation of communities of practice, entailing a
database of lessons learned, database of practices,
database of technical alerts and yellow pages,
complete with discussion forums The adoption of
the suggested improvements will contribute to
organizational learning to the extent that such
knowledge is transparent disseminated and can be
retrieved, manipulated, developed and disseminated.
That creates an environment where new tacit
knowledge appears, demanding that new processes
take place, allowing a new cycle of knowledge.
5 CONCLUSIONS
The INNKM in Corporate Environments was
effective in its application, allowing identifying,
collect, mapping, representing and analyzing
knowledge, Competences and working groups
mobilized and involved in building an information
goods in the field of Ground Transportation
Regulation. As results new information goods have
been created and some have been modified in its
structure to better meet the agency's mission and the
society expectations. The developed models allowed
the identification of tacit and explicit knowledge and
analyze the flow of knowledge in their steps:
identification, representation, validation, storage,
retrieval, dissemination, distribution and recreation,
indicating gaps and improvement needs. The
identified critical success factors of KM assist OU
managers decisions in process improvements using
KM; indication of necessary knowledge in bidding
for public contracts, new training courses and
regular training, identification of gaps between the
individuals and working groups knowledge and
competences needed to perform their activities,
among others. With respect to KM were identified
eight new tools necessary for the agency. From the
knowledge base, built during the modelling process
can be made several descriptive analysis. Finally,
managers will have at their disposal an incremental
basis of knowledge, unique to the agency, which
will enable different analysis depending on need and
the decision to be made. With all mapping and
modelling all completed will be possible to structure
agency's Architecture of KM and set methods,
techniques, technologies and appropriate tools for
their effective management of knowledge, allowing
it to fulfil its mission more effectively and meet the
needs of society.
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