Knowledge management in the context of digital transformation in organizations: a case study in a class entity
DOI:
https://doi.org/10.5007/1518-2924.2025.e104884Keywords:
Knowledge Management, Digital Transformation, Innovation, Organizations, Commercial and Innovation Association of MaríliaAbstract
Objective: Knowledge is considered a strategic component in organizational processes, and is essential to understanding its role in the Digital Transformation (DT) process. Thus, it is observed that the constantly changing environment in which organizations are inserted lacks a DT process and a structure for managing all the knowledge generated. From this perspective, the perception, access, sharing and use of knowledge regarding the use of digital technologies in the DT process at the Commercial and Innovation Association of Marília (CIAM), an organization located in the city of Marília, in the state of São Paulo, are analyzed.
Method: The ‘Case Study’ method was chosen, and triangulation was applied. It is believed that the application of different data collection and analysis techniques in qualitative research makes the research more consistent and provides greater validity for the data and analyses performed.
Result: It was possible to present some parameters for knowledge management regarding the DT process for CIAM, as well as demonstrating the use of knowledge as a resource capable of generating innovation in the DT contexts of CIAM.
Conclusions: It was possible to understand the use of knowledge and its management (even if in an unstructured manner) in the context of the process of applying digital technologies at CIAM, as well as the need to transform the application of these technologies into a TD journey, with greater clarity of the focus and objectives of these processes. To this end, a better structuring of TD and KM is necessary, ranging from the construction of skills and abilities for better use of these resources and processes to the construction and solidification of a culture that supports TD and KM as important organizational processes.
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