496
T. Frozza et al.
That said, the purpose of this paper is to identify how KM influences organizational
sustainability with a focus on higher education institutions, considering the intermediate through organizational processes, in which resources are applied to obtain the
products/services of organizations. A secondary objective is the proposition of a
framework that lists the elements addressed.
In addition to this introductory section, this article is structured with sections
that address the theoretical framework needed to achieve the objective, a section
that addresses the methodological aspects used in the preparation of this study,
and sections that present the results achieved. Finally, the last section presents the
concluding remarks, some research suggestions, and the contributions of this study.
2 Organizational Process
Organizations, as entities where numerous complex phenomena occur, can be understood and viewed in various ways (Silva 2002). And one possible way is to understand
and visualize the organization through a process approach, which can be defined as
collections of tasks and activities that together—and only together—turn inputs into
products. The process approach emphasizes the links between activities, showing that
seemingly unrelated tasks are often part of a single, continuous sequence (Garvin
1998).
Organizational processes can be classified into three categories: (1) work
processes; (2) behavioral processes; and (3) change processes. Work processes focus
on accomplishing tasks and have the premise that organizations do their work through
interconnected chains of activity that span departments and functional groups, and
that together turn inputs into products. These chains can be grouped into operational
processes and administrative processes (Garvin 1998).
Behavioral processes, in turn, are the sequences of steps used to accomplish
the cognitive and interpersonal aspects of work, reflect the characteristic ways in
which an organization acts and interact, and profoundly affect work processes in
their form, substance, and character. They are classified into three categories, both of
which involve collecting, moving and interpreting information, as well as forms of
interpersonal interaction: decision-making processes, communication, and organizational learning. Finally, change processes are explicitly dynamic and intertemporal
and describe how individuals, groups, and organizations adapt, develop, and grow.
They have three components: a set of initial conditions, a functional endpoint, and
an emerging process of change, and can be classified into two types: autonomous
and induced (Garvin 1998).
T. Frozza et al.
That said, the purpose of this paper is to identify how KM influences organizational
sustainability with a focus on higher education institutions, considering the intermediate through organizational processes, in which resources are applied to obtain the
products/services of organizations. A secondary objective is the proposition of a
framework that lists the elements addressed.
In addition to this introductory section, this article is structured with sections
that address the theoretical framework needed to achieve the objective, a section
that addresses the methodological aspects used in the preparation of this study,
and sections that present the results achieved. Finally, the last section presents the
concluding remarks, some research suggestions, and the contributions of this study.
2 Organizational Process
Organizations, as entities where numerous complex phenomena occur, can be understood and viewed in various ways (Silva 2002). And one possible way is to understand
and visualize the organization through a process approach, which can be defined as
collections of tasks and activities that together—and only together—turn inputs into
products. The process approach emphasizes the links between activities, showing that
seemingly unrelated tasks are often part of a single, continuous sequence (Garvin
1998).
Organizational processes can be classified into three categories: (1) work
processes; (2) behavioral processes; and (3) change processes. Work processes focus
on accomplishing tasks and have the premise that organizations do their work through
interconnected chains of activity that span departments and functional groups, and
that together turn inputs into products. These chains can be grouped into operational
processes and administrative processes (Garvin 1998).
Behavioral processes, in turn, are the sequences of steps used to accomplish
the cognitive and interpersonal aspects of work, reflect the characteristic ways in
which an organization acts and interact, and profoundly affect work processes in
their form, substance, and character. They are classified into three categories, both of
which involve collecting, moving and interpreting information, as well as forms of
interpersonal interaction: decision-making processes, communication, and organizational learning. Finally, change processes are explicitly dynamic and intertemporal
and describe how individuals, groups, and organizations adapt, develop, and grow.
They have three components: a set of initial conditions, a functional endpoint, and
an emerging process of change, and can be classified into two types: autonomous
and induced (Garvin 1998).