Uma Visão do Desenvolvimento de Estratégias de TI Utilizando a Gestão do Conhecimento
| Autor | Paulo Henrique de Souza Bermejo - Adriano Olímpio Tonelli - Andre Luiz Zambalde - José Leomar Todesco |
| Cargo | Pesquisador. Departamento de Ciência da Computação. Universidade Federal de Lavras. Lavras, MG. Brasil - Professor. Instituto Federal de Educação, Ciência e Tecnologia de Minas Gerais, Campus Formiga. Formiga, MG. Brasil - Pesquisador. Departamento de Ciência da Computação. Universidade Federal de Lavras. Lavras, MG. Brasil - Pesquisador. ... |
| Páginas | 139-155 |
Artigo recebido em: 24/1/2013
Aceito em: 15/9/2013
Esta obra está sob uma Licença Creative Commons Atribuição-Uso.
TOWARDS AN UNDERSTANDING OF INFORMATION TECHNOLOGY
STRATEGY DEVELOPMENT BASED ON KNOWLEDGE
MANAGEMENT
Uma Visão do Desenvolvimento de Estratégias de TI Utilizando
a Gestão do Conhecimento
Paulo Henrique de Souza Bermejo
Pesquisador. Departamento de Ciência da Computação. Universidade Federal de Lavras. Lavras, MG. Brasil.
E-mail: bermejo@dcc.ufla.br
Adriano Olímpio Tonelli
Professor. Instituto Federal de Educação, Ciência e Tecnologia de Minas Gerais – Campus Formiga. Formiga, MG. Brasil.
E-mail: adriano.tonelli@ifmg.edu.br
André Luiz Zambalde
Pesquisador. Departamento de Ciência da Computação. Universidade Federal de Lavras. Lavras, MG. Brasil. E-mail: zamba@dcc.ufla.br
José Leomar Todesco
Pesquisador. Engenharia e Gestão do conhecimento. Universidade Federal de Santa Catarina. Florianopolis, SC. Brasil.
E-mail: jose.todesco@ufsc.br
DOI: http://dx.doi.org/10.5007/2175-8077.2014v16n40p139
Abstract
The formulation of IT strategies is increasingly seen as
a collaborative process, where knowledge management
(KM) and learning become central to building a
shared view of how information technology (IT) can
support and extend business strategies. This article
presents three interrelated components that support
the application of KM to IT strategy development
(actors and types of knowledge, knowledge conversion
modes, and technological tools and artifacts). Through
a longitudinal, qualitative case study, we illustrate
strategies for applying these components. Faced with
the importance of knowledge and collaboration to IT
strategies, the results provide recommendations so that
organizations can apply concepts and practices of KM
processes in formulating IT strategies.
Palavras-chave: Information Technology. Knowledge
Management. Strategic Alignment. Knowledge Creation.
Resumo
Cada vez mais a formulação de estratégias de TI é
vista como um processo colaborativo, em que a gestão
do conhecimento (GC) e o aprendizado se tornam
centrais na construção de uma visão compartilhada de
como a tecnologia da informação (TI) pode suportar e
estender estratégias de negócio. Este artigo apresenta
três componentes inter-relacionados – atores e tipos de
conhecimento, modos de conversão do conhecimento
e ferramentas – que descrevem a aplicação da GC no
desenvolvimento de estratégias de TI. Por meio de um
estudo longitudinal baseado em dados qualitativos
e estudo de caso, o artigo ilustra estratégias para
operacionalização desses três componentes propostos.
Juntamente com os componentes, as estratégias
propostas fornecem subsídios para que organizações
possam aplicar conceitos e práticas de GC para
formulação de estratégias de TI.
Keywords: Tecnologia da Informação. Gestão do
Conhecimento. Criação do Conhecimento. Alinhamento
Estratégico.
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1 INTRODUCTION
Coined by Davenport and Prusak in the mid-
-1990s, the term knowledge management (KM) encom-
passes a set of processes and resources aiming to: (1)
make knowledge applicable to organizational practice;
(2) develop a culture conductive to the sharing, creation
and application of knowledge; (3) create networks that
enable people to share knowledge. (DAVENPORT;
PRUSAK, 1998).
Contemporary views of organizations recognize
knowledge as strategic (LIAO; WU, 2010; JIMÉNEZ-
-JIMÉNEZ; SANZ-VALLE, 2011). Such views em-
phasize people and knowledge as the most important
strategic resources of organizations (GRANT, 1996)
and people, technical capabilities, practical knowled-
ge and organizational routines as the main sources of
competitive advantage. (GRANT, 1997; NONAKA;
TAKEUCHI, 1997; DAVENPORT; PRUSAK, 1998;
ALAVI; LEIDNER, 2001)
Knowledge management can be implemented
through approaches, processes and tools contributing
to better use of knowledge and to enhancement of a
wide range of creative and intellectual organizational
practices. (NONAKA; TAKEUCHI, 1997; DAVEN-
PORT; PRUSAK, 1998; ALAVI; LEIDNER, 2001;
BUTLER; MURPHY, 2007; AURUM; WARD, 2008;
NEWELL et al. 2009)
IT strategy development processes can be viewed
as organizational practices for the construction of an IT
vision providing innovative applications of information
technology and alignment with business demands,
practices in which creativity and knowledge play a
central role. (LEE; BAI, 2003; KEARNS; SABHERWAL,
2007; LEE et al. 2008; YEH et al. 2011)
Strategic alignment between IT and business as
well as the innovative application of IT resources are
central organizational performance issues (LAI et al.
2007; BULCHAND-GIDUMAL; MELIÁN-GONZÁLEZ,
2011; LEIDNER et al., 2011). And today’s literature
supports the thesis that alignment of IT strategies with
business demands has a positive correlation with
agility (Tallon and Pinsonneault 2011), value chain
performance (TALLON, 2011), financial performance
(LAI; ZHAO et al., 2007) and operational performance.
(LEIDNER et al. 2011)
However, the construction of IT strategies aligned
with business demands is a complex, multifaceted task
which has evolved in the literature, both in form and
in terms of development approaches (GALLIERS,
1991; EARL, 2003; LEE; BAI, 2003; CHEN et al.,
2010). Regarding form, IT strategies have, over time,
evolved from a single view to a shared view of the role
that IT should play within the organization (CHEN et
al,. 2010). Regarding process, approaches have, over
time, evolved from methodological approaches, with
rigid planning processes tracing the development of IT
strategies, to iterative and creative processes, where
knowledge, relationships and collaboration among
different stakeholders are central to an ongoing IT-
-business alignment. (GALLIERS, 1991; EARL, 2003;
LEE; BAI, 2003)
The importance of knowledge to the formulation
of IT strategies has been supported by a range of stu-
dies showing correlations between effectiveness in the
development and implementation of IT strategies and
factors such as people’s behavior in sharing knowledge
and learning (PAI, 2006; YEH et al., 2011), intergroup
relationships for sharing knowledge (LEE; BAI, 2003)
and knowledge and involvement of top management
(KEARNS; SABHERWAL, 2007). Such results em-
phasize the importance of managing knowledge in
processes of development and of implementation of
IT strategies. (KEARNS; SABHERWAL, 2007)
Facing this background, we argue that knowledge
management resources and processes can be useful to
explaining how firms develop IT strategies in alignment
with business demands. Although currently available
works have made important contributions to under-
standing new approaches based on knowledge in IT
strategy, the operationalization of such contributions
remains a great challenge for practitioners. Questions
related to how to incorporate knowledge management
frameworks and tools remain unanswered for many
organizations and practitioners.
In this paper, we present, based on a literature
review, three interrelated components describing the
role of knowledge management in IT strategy devel-
opment. Then, we illustrate, through a case study of
a medium-sized Brazilian organization, some practical
strategies for using knowledge management in the de-
velopment of IT. Finally, we present recommendations
based on the literature review and the case study results,
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