Organizational Cooperation and Knowledge Management in Research and Development Organizations

Organizational Cooperation (OC) is a current concept that responds to the growing interdependence among individuals and teams. Likewise, Knowledge Management (KM) accompanies specialization in all sectors of human activity. Most KM processes are cooperation-intensive, and the way both constructs relate to each other is relevant in understanding organizations and promoting performance. The present paper focuses on that relationship. The Organizational Cooperation Questionnaire (ORCOQ) and the Short form of the Knowledge Management Questionnaire (KMQ-SF) were applied to 639 members of research and development (R&D) organizations (Universities and Research Institutes). Descriptive, correlational, linear multiple regression and multivariate multiple regression analyses were performed. Results showed significant positive relationships between the ORCOQ and all the KMQ-SF dimensions. The prediction of KMQ-SF showed a large effect size (R2 = 62%). These findings will impact on how KM and OC are seen, and will be a step forward in the development of this field.

O impacto da formação para o desenvolvimento pessoal e organizacional na CGD, S.A.

De modo a terminar o mestrado em Gestão, especialização em Recursos Humanos, considerou-se pertinente a realização de um estágio em contexto laboral, como forma a melhorar as competências técnicas e comportamentais. O estágio teve dois objectivos: aplicação dos conhecimentos adquiridos na primeira fase do mestrado e pesquisa de uma oportunidade de inserção no mercado de trabalho. O mesmo foi realizado na Caixa Geral Depósitos (CGD), empresa escolhida devido à posição de destaque que assume em Portugal e por se considerar que é uma organização líder e forte em muitos aspectos, nomeadamente em áreas da gestão de recursos humanos. Apesar das múltiplas abordagens que a gestão de recursos humanos tem e devido à especialização existente na CGD nesta área, o estágio foi essencialmente centrado no âmbito da formação. Considera-se que trabalhar nessa área trará bastantes beneficias pessoais uma vez que me dotará de competências fundamentais para enfrentar a realidade empresarial actual, que é fortemente acentuada na gestão do conhecimento. ABSTRACT: ln order to finish the master degree in Management, specializing in Human Resources, a pertinent stage-based learning was considered as a way to improve technical and behavioral skills. This stage had two targets: application of the obtained knowledge during the first stage of the master degree, and search for an opportunity of entering the labor market. This same stage was done at Caixa Geral Depósitos (CGD), a company that was chosen because of its prominent position assumed in Portugal, and is also considered a leading and strong organization in many areas, particularly human resource management. Despite the multiple approaches that human resources management has, and due to the know-how of CGD in this area, the stage was mainly focused in the training. It is considered that work in this area will bring many personal benefits as it will give me fundamental skills to deal with the actual business reality, which is strongly marked in knowledge management.

The Proces of Curriculum and Module Design

The outcome of the inductive decision -making process of the leading project management group (PMG) was the proposal to develop three modules, Human Resource Management and Knowledge Management, Quality Management and Intercultural management, each for 10 ECTS credits. As a result of the theoretical and organisational framework and analytical phase of the project, four strategies informed the development and implemen- tation of the modules: 1. Collaboration as a principle stemming from EU collaborative policy and receiving it’s expression on all implementation levels (designing the modules, modes of learning, delivering the modules, evaluation process). 2. Building on the Bologna process masters level framework to assure ap- propriate academic level of outputs. 3. Development of value -based leadership of students through transforma- tional learning in a cross -cultural setting and continual reflection of theory in practice. 4. Continual evaluation and feedback among teachers and students as a strategy to achieve a high quality programme. In the first phase of designing the modules the collaborative strategy in particular was applied, as each module was led by one university, but members from all other universities participated in the discussions and development of the mod- ules. The Bologna process masters level framework and related standards and guidelines informed the form and method of designing the modules.