3. ELEKTRONİK TİCARETİN VERGİLENDİRİLMESİ VE TÜRKİYE
3.7. E-Ticaretin Vergilendirilme Sorunlarına Çözüm Arayışları
No decorrer da pesquisa, por meio da análise de seus resultados, de novos artigos publicados e de diálogo com pares acadêmicos, identificou-se outras novas oportunidades de pesquisa como, por exemplo, analisar:
• o desenvolvimento de Método e critérios para possibilitar o planejamento de ações fundamentadas e integradas: Organização da Produção (OP), do Trabalho (OT) e do Conhecimento (OC);
• a relação entre os temas Conhecimento, Sabedoria e Experiência. Esse assunto é tratado na literatura recente (ROMLEY; SLACK, 2009; FAUCHER, et al., 2008), e os aspectos empíricos levantados permitem ampliar a abrangência da discussão existente para sistemas produtivos; • a construção de iniciativas e ações integradas (OT, OP e GC), visando à
criação de um ambiente favorável à obtenção de resultados, tanto para a organização como para os profissionais, de forma eficiente e eficaz; • a relação entre as formas de incentivo e reconhecimento relacionadas à
Gestão do Conhecimento;
• a aplicação de novas formas de ensino para a capacitação dos operários; • e a aplicação da pesquisa para outros segmentos industriais. Atualmente,
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Conference of Organization Learning, Knowledge and Competence (OLKC) - OSLO, NORWAY - 2014
Worker Knowledge Sharing Assessment by Analytic Hierarchy Structure: theoretical approach
Jorge Muniz Jr. 1 *– [email protected] Jacky Hong2 - [email protected]
Camila C. Costa1
Valério A. P. Salomon1 – [email protected] Yaroslav Pavlov3 - [email protected]
Geilson Loureiro4 - [email protected]
Monica N. Velasco Estudillo5 - [email protected]
Universidade Estadual Paulista – UNESP, Brazil1 University of Macau, China2
IBS-Moscow - RANEPA, Russia3
Instituto Tecnológico Aeronáutico – ITA, Brazil4
Fondo de Información y Documentación para la Industria - INFOTEC5
ABSTRACT
This paper aims to propose an Analytic Hierarchy Structure (K-AHS) model that structure and assesses factors of knowledge sharing among blue-collar workers. The model is based on theoretical background. A literature exploratory review (2002 - 2012) was conducted in ISI Web of Science by using keywords of Knowledge Management, Assessment and Organization and filters, such as Management, Business, Operations Research, Management Science, Industrial Engineering, Economics, Engineering and Manufacturing Engineering Multidisciplinary.
1. INTRODUCTION
This paper presents a Analytic Hierarchy Structure based on Knowledge (K-AHS) to assesses factors of knowledge sharing among blue-collar workers. K-AHS has a theoretical background based on Nonaka (1994) and Muniz Jr., Batista Jr. and Loureiro (2010).
* correspondig author:
Av. Ariberto Pereira da Cunha, 333 Bairro: Pedregulho
12.516-410 - Guaratinguetá, SP
Tel: + 55 12 3123 2855
K-AHS integrates knowledge, production and work organization to promote a favourable context for knowledge sharing and performance improvement in the shop floor. The structure is based on the relationship of Conversion Factors of Knowledge (Nonaka, 1994) and factors indicated in the literature that influence knowledge sharing.
Important research questions in this scenario are: What are the factors for a production system that align People, Process and Knowledge? What is relationship among these factors?
A literature exploratory review (2002 - 2012) was conducted in ISI Web of Science by using keywords as Knowledge Management, Assessment and Organization and filters, such as Management, Business, Operations Research, Management Science, Industrial Engineering, Economics, Engineering and Manufacturing Engineering Multidisciplinary.
There is a consensus on the role of knowledge as an organisation’s competitive advantage. However, the issue is somehow under-explored in management practice (Nonaka; von Krogh; Voelpel, 2006; Nonaka and Peltokorpi, 2006). Knowledge Management (KM) is gaining more attention in organizational sciences (Serenko and Bontis, 2004; Paiva, Roth and Fensterseifer, 2007). KM supports continuous improvement and incremental innovation in the shop floor operations.
There are several situations that illustrate knowledge sharing among workers, however it is noted that this can be benefited with the Knowledge Management. Knowledge sharing among blue collar workers is observed in several examples in daily shop floor context as follows:
• communication informal process to share practices among blue collar workers. • training fresher operator by an experienced one and practical interactions
among operators during the day-by-day activities.
• operators discussing problem and solutions during kaizen events.
Knowledge management (KM) is the set of systematic, formal and deliberate actions to capture, preserve, share and reuse tacit and explicit knowledge created and used by people during productive processes and routines, thus generating measurable results for the organization and for the individuals (Muniz Jr., Trzesniak and Batista Jr., 2009).
The model allows assess importance and relationship among the factors using Analytic Hierarchy Process – AHP (Saaty, 2008). Ongoing research conducted by the authors in the automotive industry suggests this statement.
The structure and assesses method proposed contribute to indicate factors relationship relevant for knowledge sharing among workers and guide managers to encourage knowledge conversion processes within groups in the organization or within the entire organization. Nonaka et al. (2006) indicate managers pragmatic guidelines as research opportunitie to be explored.
Section 2 presents Theoretical Background and Section 3 introduces the K-AHS.
2.THEORETICAL BACKGROUND
The current context scenario presents challenges to blue-collar workers by stimulating them to act together and share knowledge to create innovations and improvements in productive processes. The challenges are directly related to People, Processes and Knowledge.
Hsiao, Chen and Chang (2011) indicate that social interaction and communication influence organizational performance. Furthermore, social interaction is complementary and synergistic effects on the ability of knowledge management to organizational performance.
Wong (2005) shows that there is a relationship among knowledge management implementation factor and organizational performance. Ripamonti and Scaratti (2012) indicate the importance of local knowledge and its assessment as a way to develop and improve human resources in organizations.
The literature review indicates two categories of Work (W) and Production (P)
Factors, which are summarized in Table 1. The elements underlying each dimension (W, P and K) are shown in the Table 2.
Table 1: Factors and Description
FACTOR DESCRIPTION
PROBLEM SOLVING METHOD
(PSM)
Prescriptive method, structured and systematic approach to development an improvement process in order to analyze and solve undesirable results and/or improve results.
STANDARD OPERATION PROCEDURE (SOP)
Instruction to guide operator in a production process, based on uptime, sequence of work in which an operator performs its tasks, including takt time.
STRUCTURE (STR)
Rules and responsibilities workers, material resources and time necessary for the activities of the working group including improvements. Comprises the specification of the roles and responsibilities assigned to people engaged in the group (members, coordinator (leader) and supervision), and also specifying the availability of resources and time
COMMUNICATION (COM)
Process by which data, information, suggestions and opinions are transmitted from person to person, person to group or from group to group, making possible the social interaction needed to Knowledge Management
TRAINNING (TRN)
Educational process to People learn new information, re-learn and reinforce existing knowledge and skills, and improve their effectiveness at work
INCENTIVE (INC) Stimulus for certain action to happen, for example, operators suggestions for improving a job. The process of encouraging includes two aspects: the compensation payment and recognition.
These factors have relation with Knowledge Conversion Process Nonaka’s (1994). Nonaka’s process may be understood by their action verbs: Socialization (SOC) - Dialogue, Externalization (EXT) - Write, Internalization (INT) - Study and Combination (CBN)- Summarize.
Table (2): Elements underlying each dimension and reference to literatures
K - Dimension W – Dimension Dimension P - Code
References SOC EXT INT CBN STR COM TRN INC PSM SOP
Peltokorpi; Nonaka; Kodama 2007 Bisalyaputra 2004 Nonaka, von Krogh, Voelpel 2006 Easterby-Smith; 1997 Spender, Scherer 2007 Woorlen; Doolen 2006 Kulkarni; Ravindran; Freeze 2007 Wong, 2012 Mahmoud, 2008