People changes without losing knowledge

Knowledge transfer and documentation, a case study in municipal authority

Abstract

The objectives of this work are the description and analysis of a case study, carried out in an organization of the municipal public administration, in Brazil. It is inserted in the studies of Information and Knowledge Management, with emphasis on the transfer of explicit, tacit knowledge and respective organization, as contributory managerial instruments for increasing effectiveness. The approaches of the authors Sveiby (1998); Nonaka and Takeuchi (1997); Davenport and Prusak (1998) and Choo (1998) in the area substantiate the understanding of the organizational knowledge management process, referring to the effectiveness in use, the knowledge spiral and the organizational capacity distributed in knowledge networks, respectively. It shares innovative practices for public administration, which faces challenges to adapt to new realities, where the achievement of institutional purposes and results becomes an essential condition for the effectiveness of the services provided and the improvement of the citizens' quality of life. It ensured the continuity of the authority's duties, given the risk of leaving qualified professionals who had the priority knowledge to carry out the work processes of that organization.