Professional Documents
Culture Documents
DOI: 10.1002/kpm.1602
RESEARCH ARTICLE
Knowl Process Manag. 2019;26:299–307. wileyonlinelibrary.com/journal/kpm © 2019 John Wiley & Sons, Ltd. 299
300 KRAUSE ET AL.
internal marketing (IM), with the use of appropriate tools, in order to 2.2 | Guiding concepts on internal marketing and
place knowledge in the showcase of organizational daily life and pos- communication
sibly contribute to the promotion of a balance between knowledge
supply and demand. According to Rafiq and Ahmed (1993: 222), IM can be defined as the
In agreement with Dalkir's (2005) view that many recognize the “planned effort to overcome organizational resistance to change and
value of knowledge but few know how to manage it as an organiza- to align, motivate, and integrate employees towards the effective
tional asset, the motivating question of this research was: How can implementation of corporate and functional strategies.” IM's founda-
KM be promoted in the daily life of a technology‐based organization tions lie in the very broad definition offered by the American Marketing
(TBO) through techniques and resources of IM and IC? In order to Association (AMA), for whom “Marketing is the activity, set of institu-
answer to this question, an exploratory and empirical research was tions, and processes for creating, communicating, delivering, and
developed in a large TBO in the state of Santa Catarina, Brazil. exchanging offerings that have value for customers, clients, partners,
and society at large” (AMA, 2013), with the proviso that IM directs its
actions to people within the organization, especially employees.
In external campaigns marketing often uses the “marketing mix”—a
FIGURE 1 Representation of the interdisciplinary perspective in this research. Source: The authors (2019), based on Jantsch's interdisciplinary
configuration (1972: 109)
KRAUSE ET AL. 301
TABLE 1 The 4Ps adaptable to the internal market the mission is to enable the organization to meet the demand for
new knowledge, integrating both existing knowledge supply and the
Values, attitudes, necessary behaviors, programs, the
Product work itself, processes, or activity. demand for new, procedural, cyclical, holistic, collective, and inte-
grated ones. According to McElroy, the second generation of KM
Price Psychological cost of change, opportunity cost, adjustment,
the form of work, status, and adoption of new values.
focuses on people, human initiatives, social systems, knowledge crea-
tion, and organizational learning, which create an appropriate context
Place Environment, meetings, trainings, and the management of
people. for innovations in an economic phase of accelerated behavioral and
technological change. He argues that organizational knowledge is
Promotion Internal communication and advertising, motivational
incentives, and media (the most tangible aspects). expressed in behavior by simply observing practices in their context
in order to get an idea of what the “organization knows.”
Source: Krause (2014: 78), based on Piercy and Morgan (1991); Ahmed
and Rafiq (2002).
In this sense, Dubois and Wilkerson (2008) consider people to be the
nucleus of KM activities. They claim that modification of behavior is one
sic values of what is exhibited and may encourage viewers to “see in a of the main challenges of KM, considering that people shape the culture,
disciplined way, ordered by those who control the exhibition” execute the process, manage knowledge, and use technology. The focus
(Welchman, 2013: 2). The author makes relations with the crystalliza- is therefore put on people as real knowledge assets with the intention of
tion, enlightenment, spatial evidence, contemplation, and visual inter- incorporating knowledge into the “fabric” of organizations, in order for
action with the content placed in a vitrine. This view is considered in knowledge to become part of the daily life of employees (Dalkir,
this study. 2005). The culture of the organization may be seen as an influencer of
behaviors and beliefs (Oliveira, Oliveira, & Lima, 2016). In this sense,
organizational culture is constituted of a set of beliefs, values, and
2.3 | Pillars of knowledge and development of KM norms shared among members, as well as material artifacts, behaviors,
and practices commonly performed (Travica, 2013). He clarifies that
This study assumes KM as “the process of continuously creating new knowledge‐based companies can foster the construction of a culture
knowledge, disseminating it widely throughout the organization and of knowledge. This knowledge culture combines cultural elements at
rapidly incorporating it into new products/services, technologies and individual, group and macroorganizational levels to facilitate the entire
systems” (Takeuchi & Nonaka, 2008: ix). This definition makes explicit process of KM (Travica, 2013).
the belief in the following related assumptions: KM is a process, which This perspective emphasizes the management of people and by
demands constancy and continuity; KM fosters the creation of new extension the redefinition of roles of leadership. Bukowitz and Wil-
knowledge as a result of its development; KM drives the speed of liams (2002) argue that, from the point of view of knowledge, organi-
events; KM requires wide dissemination at all levels of the organization, zational leaders have the challenge not only of establishing strategies
and KM should be harmoniously integrated into people's daily lives. but also communicating them to employees in an “irresistible way”
Knowledge can be defined from different perspectives, seeking an as well as capturing and developing the creative potential of organiza-
interdisciplinary meaning, which does not claim universality but pro- tional knowledge. Likewise, Sveiby (1998) mentions that leaders in
motes the convergence of epistemological viewpoints. This research knowledge organizations use their communication skills for the mis-
assumes that knowledge is a “value generating factor” and allows as sion of persuading followers to adopt group orientations.
definition: “Knowledge is content or process made effective by human The pillars of KM, like other constructs, vary according to the
or artificial agents in the generation of scientific, economic, social or researchers' world views. In this research, it is assumed that the main
cultural value” (Pacheco, 2016: 37). pillars of KM architecture must be integrated in a way that is aligned
KM processes are understood as being composed of five steps with the processes, culture, people, leadership, technologies, and com-
defined by the Asian Productivity Organization as identification, crea- munication in the organization. In the architecture proposed by
tion, storage, sharing, and use of knowledge (Young, 2010). Heisig's Stankosky, Calabrese and Baldanza (1999, as cited in Stankosky,
(2009) studies corroborate this setup having verified that the 166 2005), communication is a common element in the four pillars—leader-
terms used in the 117 KM models analyzed could be grouped into ship, organization, technologies, and learning, which corroborates the
these five stages. interdisciplinary assumptions of the present study.
KM practices in turn can be defined as “observable organizational
activities related to knowledge management” (Zack, Mckeen, & Singh, 2.4 | Promotion of knowledge management
2009: 394). Within this perspective, the implementation of KM internally
practices, at any stage, is focused on the need to promote these initia-
tives with all employees and to consider them as strategic issues Literature review done with the combined terms IC and KM shows
(Dalkir, 2005). that communication is portrayed both as a resource used for the diffu-
About the development of KM, the first phase of KM prioritized sion and establishment of knowledge flow and as an integral element
technologies and the sharing of existing knowledge, focusing on its of the value chain of knowledge, as well as the developer of new per-
offer (McElroy, 2011). In the second phase, according to this author, ceptions and behaviors (Krause, 2014).
302 KRAUSE ET AL.
According to O'Sullivan (2007), the proper IC planning can be an TABLE 2 Theoretical propositions identified in the researched
important ally in KM deployments as it can promote understanding, literature
help overcome resistance, emphasize values, utilize available technol- The promotion of internal knowledge management
ogies, and support IM strategies. Studies by Moresi and Mendes
Theoretical propositions of
(2010) corroborate this view, pointing to IC as one of the critical fac- Theoretical propositions of internal marketing (IM) and
tors for the success of KM in organizations, especially when used in knowledge management (KM) internal communication (IC)
a coordinated way with IM. “Selling” KM internally. Marketing approach (Rafiq &
Nair and Prakash (2009) defend the need to develop communica- Communication material that Ahmed, 1993). IM as an internal
tion material that promotes the benefits related to knowledge, predis- generates agreements and advertising agency (Brum, 2010);
posing adherence and commitment on the part of employees. These accessions and sells the benefits employees are clients (Sasser &
of knowledge (Nair & Prakash, Arbeit, 1976; Varey, 1995; Wu
authors recommend considering that among the collaborators there
2009; Zhao et al., 2012). & Lee, 2011); communication
are both the committed ones—who adhere and promote the idea to and persuasion (Martino, 2008);
the others—as well as the spectators, the hesitant people, and the sales to the top management
ones who only comply with the obligations and need to be more (Piercy & Morgan, 1991).
impacted by promotional material. It is a strategic and planned effort Ample dissemination of processes IM campaigns to publicize and
and new knowledge (Takeuchi & engage employees (Prasad &
to highlight KM initiatives and promote visibility. The literature ana-
Nonaka, 2008). Steffes, 2002); internal 4Ps
lyzed also identifies the possibility of changing perceptions, acces- (Ahmed & Rafiq, 2002; Piercy &
sions, and the formation of new attitudes and behaviors (Dubois & Morgan, 1991).
Wilkerson, 2008; Rastogi, 2000; Wang & Noe, 2010). Creating receptivity; predisposition IM is a set of practices and
In this sense, Dixon (2012) defends the posture of convocation, to the creation, use, and sharing “processes for creating,
transparency, and the inclusion and involvement of people in an envi- of knowledge (Nair & Prakash, communicating, delivering, and
2009; Young, 2010); turning exchanging offers” (AMA, 2013)
ronment of articulation of ideas and perception of the value of knowl-
knowledge into a real‐life of value to internal customers.
edge. Hoof and Huysman (2009) focus on the need to promote product, creating value for all
identification and reciprocity regarding KM initiatives as well as to clients (Lee & Ram, 2018)
clearly define their purposes and applications. These issues may find Knowledge culture combines Implementation of “corporative
support in promotional material that “sells” the benefits of knowledge cultural elements at the and functional strategies” (Rafiq
(Nair & Prakash, 2009; Zhao, Pablos, & Qi, 2012). individual, group and & Ahmed, 1993).
macroorganizational levels
If a knowledge culture is created, nurtured, and developed inter-
(Travica, 2013).
nally, all members of the organization feel potentially motivated to
Clearly define the scope of the Information; IM campaigns should
actively support KM initiatives. They incorporate KM as part of their
initiative (Hoof & Huysman, clarify how the changes affect
work and tasks. The natural step, then, is the desire to communicate 2009). the users (Leonard‐Barton,
this culture to the public at large, to the stakeholders and the prospec- 1987).
tive employees (Miklosik, Evans, Hasprova, & Lipianska, 2018). In the Generate identification, reciprocity How to implement affects
end, knowledge that is nurtured internally must be used to turn knowl- (Hoof & Huysman, 2009). perceptions (Leonard‐Barton,
1987).
edge into a real‐life product, create value for clients, and lead to orga-
nizational growth (Lee & Ram, 2018). This is corroborated by Quartey Source: Adapted from Krause (2014: 102), based on literature review.
(2019), to whom most of the interviewees stated that knowledge is
applied to transform techniques, practices, and behaviors, which affect adhesion and commitment. The actions begin with sales to the top man-
the sustained competitiveness of the sector. agement, aiming at obtaining broad support, investments, and incen-
tives from leadership. Based on another example cited, it is
interpreted that the challenge of generating identification and reciproc-
2.5 | Theoretical contributions ity is supported by the literature on IC and IM, which understands that
the way initiatives are implemented can affect perceptions, requiring
Based on the review of the literature on KM, IC, and IM, it was possi- appropriate planning. It is worth verifying these theoretical assumptions
ble to substantiate the theoretical propositions that can be reconciled in the empirical organizational context.
for the promotion of KM in the internal environment of organizations.
Table 2 summarizes the main assumptions identified in the literature.
Table 2 shows the challenges related to KM listed in the left column 3 | M E TH OD O LO GY
whereas the references to IC and IM are listed in the right column. In the
interpretation of the first line, for example, it is verified that to sell KM This study is characterized as basic qualitative research with exploratory
internally implementers of the initiatives can count on IM. This can act investigations. The data collection procedure occurred in two moments.
as an internal advertising agency, considering employees as clients to The theoretical data were gathered through the literature review, and
whom are directed communication and persuasion techniques for the empirical data were collected in a large TBO of Santa Catarina State
KRAUSE ET AL. 303
with the application of a research instrument and semistructured inter- 4 | EMPIRICAL FINDINGS
view. Data were analyzed based on the case study technique. The
research was conducted during the first author's master's degree, and TecMark uses 19 of the 21 KM practices presented to the interviewee
the empirical data analyzed here are parts of the research published in in the first part of the research instrument, as shown in Table 3.
full in the dissertation repository of the university in Brazil. Analyzing what was filled out, it can be seen that TecMark has the
The basic qualitative research was guided by the “focus on mean- main objective of sharing knowledge, as can be seen through the 15
ing, understanding, process; intentional sample; data collection selected options. The use of knowledge was identified in six practices
through interviews, observations, documents” and conclusions pre- and the creation and storage of knowledge in five each. The practices
sented on the basis of categories (Merriam, 2009: 38). In the empirical serve four of the five stages of KM, leaving out the identification of
data collection phase, the semistructured interview technique was knowledge. Those identified as being employed with three different
used along with a form employing the complement technique objectives within the KM process were: mentor/mentee, taxonomy,
(Vergara, 2008) and the organizational communication auditing tech- document library, and physical collaborative workspaces. Those identi-
nique (Kunsch, 2012) to be completed by the respondent. fied with two purposes were communities of practice, knowledge por-
The data analysis was based on the identification of the “General tal, peer assist, and advanced search.
Analytic Strategy,” which offered the focus of analysis based on “the- Regarding the IM practices presented, the respondent selected all
oretical propositions” that were identified in the literature on the 22 options as being used. Most of them were being used systemati-
researched topic with conclusions supported by “explanation building” cally, with the exception of the 4Ps, knowledge marketing, database
as explained by Yin (2010). marketing, and informal communication, as in Table 4.
The decision to carry out research in a TBO is justified by the fact
they bring together professionals who use knowledge as one of the TABLE 3 Knowledge management practices at TecMark
main work resources. The organization was chosen intentionally bearing
1.1 Please identify the practices and tools used in this Organization,
in mind that it should be of technological base and great size in order to according to its goals and uses (creating knowledge, sharing, etc.)
demand marketing work and IC, have its headquarters in the city of
Knowledge:
Florianopolis/SC–Brazil, hold marketing or corporate communications Knowledge management
practices and tools Share Create Store Apply Identify
department, and be identified as relevant in its sector by market
research. According to Miklosik et al. (2018), the company size is a fac- Knowledge cafes ⊠ ◻ ◻ ◻ ◻
tor determining the implementation of KM. They state that this factor Communities of practice ⊠ ◻ ⊠ ◻ ◻
finds a favorable field of verification in large enterprises as they are Knowledge clusters ⊠ ◻ ◻ ◻ ◻
more likely to adopt and take advantage of the implementation of KM. Expert locator ◻ ◻ ⊠ ◻ ◻
The data collection instrument was developed so as to answer the Collaborative virtual ⊠ ◻ ◻ ◻ ◻
research question, having the theoretical propositions presented as workspaces
drivers, in order to verify how the theories were being used or not in Knowledge portal ⊠ ◻ ⊠ ◻
the researched context. The instrument was divided in three parts with Knowledge bases (Wikis, etc.) ⊠ ◻ ◻ ◻
distinct objectives: Part 1 identifies the practices, perceptions, and
Blogs ⊠ ◻ ◻ ◻
approaches of KM in the organization; Part 2 identifies IM practices
Learning reviews ⊠ ◻ ◻
and IC; Part 3 sees how IM and IC can promote KM among employees.
After action reviews ⊠ ◻ ◻
All criteria for the choice of organization were met, being the TBO
identified in this study with the pseudonym name of TecMark Tech- Mentor/mentee ⊠ ⊠ ⊠ ◻
research, a face‐to‐face meeting was scheduled, at which time the par- Other: ◻ ◻ ◻ ◻ ◻
◻ ◻ ◻ ◻ ◻
ticipant signed the consent form. The interview was recorded with the
interviewee's permission and transcribed verbatim for analysis. Source: Krause (2014), based on Young (2010: 3–5).
304 KRAUSE ET AL.
TABLE 4 Internal marketing practices at TecMark needs marketing support, as is the case of noncorporate initiatives
that were born and developed within the business units.
2.1 Does your organization have internal marketing practices? Check
the options specifically associated with internal marketing activities:
Actions, resources,
Systematic
Actions, resources,
Systematic 4.1 | Convergence of theoretical and empirical data
objectives Yes No objectives Yes No
Based on the empirical data, it was possible to present, in addition to
□ Planning χ □ Creation of corporate χ
identity
the theoretical framework, how KM could potentially be promoted in
the daily life of the research organization through the techniques and
□ Satisfaction χ □ Database marketing χ
survey resources of IM and IC. We present a convergence between theoret-
ical propositions and the empirical findings in Table 5.
□ Awards and χ □ Disclose mission, vision, χ
Incentives goals Through Table 5, we can see how knowledge of distinct areas can
□ Promotion χ □ Creation of χ be intentionally coordinated for solving a problem, given the previ-
organizational culture ously explained assumption of interdisciplinary architecture to pro-
□ Information χ □ Strategic alignment χ moting KM.
Theoretical propositions of knowledge Theoretical propositions of internal marketing Empirical findings in the promotion of KM
management (KM) (IM) and internal communication (IC) through internal marketing and IC
“Selling” KM internally. Communication material Marketing approach (Rafiq & Ahmed, 1993). IM as Acting as an internal advertising agency; the
that generates agreements and accessions and an internal advertising agency (Brum, 2010); employees in the place of clients;
sells the benefits of knowledge (Nair & employees are clients (Sasser & Arbeit, 1976; communication and persuasion addressed to
Prakash, 2009; Zhao et al., 2012). Varey, 1995; Wu & Lee, 2011); communication employees; sales to the top management for
and persuasion (Martino, 2008); sales to the top endorsement.
management (Piercy & Morgan, 1991).
Ample dissemination of processes and new Internal marketing campaigns to publicize and IM campaigns and dissemination to engage
knowledge (Takeuchi & Nonaka, 2008). engage employees (Prasad & Steffes, 2002); employees; promotional material.
internal 4Ps (Ahmed & Rafiq, 2002; Piercy & ATTENTION: 4Ps not exploited internally.
Morgan, 1991).
Creating receptivity; predisposition to the IM is a set of practices and “processes for creating, On the set of practices to create value, 70% of
creation, use and sharing of knowledge (Nair & communicating, delivering, and exchanging the activities are directed to the internal target
Prakash, 2009; Young, 2010); turning offers” (AMA, 2013) of value to internal audience; coordinated action.
knowledge into a real‐life product, create customers.
value for clients (Lee & Ram, 2018).
Knowledge culture combines cultural elements at Implementation of “corporative and functional Coordinated campaigns with a marketing
the individual, group and macroorganizational strategies” (Rafiq & Ahmed, 1993). approach throughout the national territory in
levels (Travica, 2013). order to generate accessions.
Clearly define the scope of the initiative (Hoof & Information; IM campaigns should clarify how the Dissemination; coordinated attention to the
Huysman, 2009). changes affect the users (Leonard‐Barton, culture (It has not been verified how changes
1987). affect users).
Generate identification, reciprocity (Hoof & How to implement affects perceptions (Leonard‐ Support from local leaders and focus on
Huysman, 2009). Barton, 1987). implementation can affect perceptions,
identifications, and reciprocities.
Source: Adapted from Krause, Cunha, Lapolli and Dandolini (2016), relating theories and empirical data.
perceived benefits are the price. Considering that resources such as the results, as this research highlights how an organization can use IC
knowledge marketing and database marketing are not systematically and marketing capabilities in the implementations of KM tools and
used in the internal environment of the organization, we also interpret thereby consolidate the culture of knowledge.
the loss of mapping opportunities as well as directed communication, The theoretical–empirical convergence summarized in Table 5
group interactions, and low evidence of relational strategism oriented underlies Travica's (2013) view that experience can be influenced by
to the internal audience. theory as well as theory can be fed by experience. The relations
Although the interviewee had listed a remarkable set of KM prac- between the two domains offer a clear view of the applicability of the-
tices already used in the organization, he made statements such as fol- oretical propositions and how they can advance to a new level of
lows: “In the case of knowledge management, if we developed a knowledge. Our attention was motivated by Dalkir's (2005) view that
project in this sense, certainly some action would fit that too.” And many recognize the value of knowledge, but few know how to manage
again, “If we were to implement knowledge management here, we it as an organizational asset. This scenario can be observed in recent
would certainly use the tools we have already listed”—referring to years. According to Travica (2013), the study of KM still has the need
the IM resource listed to him, as in Table 4. to theorizing in a way that satisfies academic and practitioner, in order
Indeed, based on the empirical data, it is interpreted that the orga- to advance the understanding of knowledge culture.
nization has the main resources and capacities to support the
implementations of KM internally. They lack, however, the delegation
of roles in support of KM, as well as awareness of the practices 5.1 | Conclusions
already implemented.
The findings revealed interesting empirical aspects to be consid- This research was developed with the main objective of verifying how
ered in an interdisciplinary approach to contribute to both KM could be promoted internally in the daily life of a TBO, through IM
knowledge‐intensive organizations and academic community. The cat- and IC techniques and resources.
egorization of intentionality in this study may help practitioners to The theoretical research carried out through literature review
better address the tools for the purpose of knowledge creation in unfolds the need to promote KM internally, show it to employees, dis-
TBOs. Knowledge intensive organizations in general may benefit from seminate it at all levels of the organization, generate receptivity, and
306 KRAUSE ET AL.
foster both demand and offer of knowledge. The literature on IM and Ahmed, P. K., & Rafiq, M. (2003). Internal marketing issues and challenges.
IC, in turn, reveals that employees should be considered as clients, European Journal of Marketing, 37(9), 1177–1186. https://doi.org/
10.1108/03090560310498813
using IC and IM in a strategic, integrated, persuasive way, with adap-
AMA.org. (2013, July). American Marketing Association. Definition of Mar-
tation of the 4Ps for internal implementations.
keting. Retrieved May 2016 from https://www.ama.org/AboutAMA/
The empirical verification carried out in a large TBO has revealed Pages/Definition‐of‐Marketing.aspx.
that KM can be promoted internally through the techniques, tools
Brum, A. M. (2010). Endomarketing de A a Z: Como alinhar o pensamento das
and approaches of IM and IC. The practices and tools for the promotion pessoas à estratégia da empresa. São Paulo: Integrare.
of KM were identified as available in the researched organization, with Bukowitz, W. R., & Williams, R. L. (2002). Manual de gestão do
leadership being evaluated as having adequate training for the function. conhecimento: ferramentas e técnicas que criam valor para a empresa.
Based on data, it is verified that the organization uses promotional Trad. Carlos Alberto Silveira Netto Soares. Porto Alegre: Bookman.
resources and logistic vision comparable with an internal advertising Dalkir, K. (2005). Knowledge management in theory and practice. USA:
Elsevier.
agency, being considered able to offer the necessary support to show-
case knowledge in the internal daily life of the organization. Dixon, N. (2012, August 08). Blog conversation matters. The three eras of
knowledge management. Retrieved May 2016 from www.
It was verified, however, that the potential support for KM could
nancydixonblog.com/2012/08/the‐three‐eras‐of‐knowledge‐manage-
be better exploited. The absence of functional clarification can cause ment.html
lack of vision or less awareness of the importance of KM contribu- Dubois, N., & Wilkerson, T. (2008). Knowledge management: Background
tions. Regarding the maturity phase of KM, it is interpreted that the paper for the development of a knowledge management strategy for public
focus of attention highlights the first phase—which focuses on tech- health in Canada. Hamilton: National Collaborating Centre for Methods
and Tools.
nologies and sharing—because most KM tools are used in order to
share knowledge. Because it is a leading organization in its Etges, N. (1995). Ciência, interdisciplinaridade e educação. In A. P. Jantsch,
& L. Bianchetti (Eds.), Interdisciplinaridade: Para além da filosofia do
technology‐based sector, it can be considered that the creation of
sujeito. Petrópolis: Vozes.
knowledge could be better addressed according to the second gener-
Ferdous, A. S. (2008). Integrated Internal Marketing Communication
ation of KM. It should be emphasized that sharing can be a lever for (IIMC). The Marketing Review, 8(3), 223–235. https://doi.org/
the creation of knowledge but there must be intentionality and 10.1362/146934708X337654
directed action. The concern with the identification of knowledge, in Griffin, E. A. (2009). A first look at communication theory (7th ed.). New
turn, does not seem to draw attention in the context researched, ask- York, USA: McGraw‐Hill.
ing for more action in that direction. Heisig, P. (2009). Harmonisation of knowledge management: Comparing
The value of the development of this research resides in its explor- 160 KM frameworks around the globe. Journal of Knowledge Manage-
ment, 13(4), 4–31. https://doi.org/10.1108/13673270910971798
atory and interdisciplinary nature and in the range of future research
Hoof, B. V. D., & Huysman, M. (2009). Managing knowledge sharing: Emer-
opportunities. Some of the interpretations presented should be evalu-
gent and engineering approaches. Information & Management, 46, 1–8.
ated in greater depth. As a limitation on this research, we point out its https://doi.org/10.1016/j.im.2008.09.002
empirical verification in a single level and in a single‐researched
Jantsch, E. (1972). Vers l'interdisciplinarite et la transdisciplinarite dans
organization. l'enseignement et l'innovation. In L. Apostel, G. Berger, A. Briggs, &
G. Michaud (Eds.), L'interdisciplinarité: Problemes d'enseignement et de
ACKNOWLEDGEMEN TS recherche dans les universités. Centre pour la recherche et l'innovation
dans l'enseignement (section 3 pp. 98–125). Paris, France: OCDE.
We are grateful for the financial support provided by Capes Founda-
Kalla, H. K. (2005). Integrated internal communications: A multidisciplinary
tion (Coordenação de Aperfeiçoamento de Pessoal de Nível Supe- perspective. Corporate Communications: An International Journal, 10,
rior)—a Brazilian government agency awarding scholarship grants to 302–314. https://doi.org/10.1108/13563280510630106
graduate students at universities. The first author also thanks Inara Krause, M. G. (2014). Marketing interno em apoio às práticas de gestão do
Antunes Vieira Willerding, for her tutoring during the master's degree. conhecimento em organizações de base tecnológica. 185p. (Master's
degree dissertation, Program in Engineering and Knowledge Manage-
ment, Universidade Federal de Santa Catarina, Florianópolis – Brazil).
ORCID
Krause, M. G., Cunha, C. J. C. A., Lapolli, E. M., & Dandolini, G. A. (2016). O
Micheline Guerreiro Krause https://orcid.org/0000-0002-6702-2306 conhecimento na vitrine: A promoção da gestão do conhecimento no
Cristiano José Castro de Almeida Cunha https://orcid.org/0000- cotidiano de uma organização de base tecnológica. Proceedings of the
0002-8459-6045 KM Brasil: 13° Congresso Brasileiro de Gestão do Conhecimento, 2016,
São Paulo‐SP, Brazil, 1–15.
Édis Mafra Lapolli https://orcid.org/0000-0001-8534-7449
Gertrudes Aparecida Dandolini https://orcid.org/0000-0003-0867- Krause, M. G., Lapolli, E. M., Dandolini, G. A., & Cunha, C. J. C. A. (2015).
Leadership support in internal marketing actions for the promotion of
9495
knowledge management. Proceedings of the CiKi: V International Congress
of Knowledge and Innovation, 2015, Joinville‐SC, Brazil, 1731–1745.
RE FE R ENC E S Krause, M. G., Lapolli, E. M., Dandolini, G. A., & Willerding, I. A. V. (2014).
Ahmed, P. K., & Rafiq, M. (2002). Internal marketing: Tools and concepts for Comunicação interna em apoio à gestão do conhecimento. Proceedings
customer‐focused management. Kindle Edition: Chartered Institute of of the KM Brasil: 12° Congresso Brasileiro de Gestão do Conhecimento,
Marketing/Butterworth‐Heinemann Marketing Series. 2014, Florianópolis – SC, Brazil, 1–16.
KRAUSE ET AL. 307
Kunsch, M. M. K. (2012). Auditoria da comunicação organizacional. In J. Rastogi, P. N. (2000). Knowledge management and intellectual capital: The
Duarte, & A. Barros (Eds.), Métodos e técnicas de pesquisa em new virtuous reality of competitiveness. Human Systems Management,
comunicação (2nd ed.) (pp. 236–252). São Paulo: Atlas. 19, 39–48.
Lee, N. S., & Ram, J. (2018). New product development processes and Repko, A. F. (2008). Interdisciplinary research: Process and theory. USA:
knowledge transfer in automotive projects: An empirical study. Knowl- Sage.
edge and Process Management, 25, 279–291. https://doi.org/10.1002/ Sasser, W. E., & Arbeit, S. P. (1976). Selling jobs in the service sector. Business
kpm.1589 Horizons, 19(3), 61–65. https://doi.org/10.1016/0007‐6813(76)90053‐7
Leonard‐Barton, D. (1987). Implementing structured software methodolo- Stankosky, M. (2005). Advances in knowledge management: University
gies: A case of innovation in process technology. Interfaces, 17(3), research toward an academic discipline. In M. Stankosky (Ed.), Creating
6–17. https://doi.org/10.1287/inte.17.3.6 the discipline of knowledge management: The latest in university research
Martino, L. C. (2008). De qual comunicação estamos falando? In A. (pp. 1–14). USA: Elsevier. https://doi.org/10.1016/B978‐0‐7506‐
Hohlfeldt, L. C. Martino, & V. V. França (Eds.), Teorias da comunicação: 7878‐0.50005‐3
Conceitos, escolas e tendências (8th ed.) (pp. 11–25). Petrópolis: Vozes. Sveiby, K. E. (1998). A nova riqueza das organizações. Trad. Luiz Euclydes
McElroy, M. W. (2011). The new knowledge management: Complexity, learn- Trindade Frazão Filho. Rio de Janeiro: Campus.
ing and sustainable innovation. First published by Butterworth‐ Takeuchi, H., & Nonaka, I. (2008). Gestão do conhecimento. Trad. Ana
Heinemann, 2003. New York, USA: Routledge. Thorell. Porto Alegre: Bookman.
Merriam, S. B. (2009). Qualitative research: A guide to design and implemen- Travica, B. (2013). Conceptualizing knowledge culture. Online Journal of
tation. Revised and expanded from qualitative research and case study Applied Knowledge Management, 1(2), 85–104.
applications in education. San Francisco, USA: Jossey‐Bass.
Varey, R. J. (1995). Internal marketing: A review and some interdisciplinary
Miklosik, A., Evans, N., Hasprova, M., & Lipianska, J. (2018). Reflection of research challenges. International Journal of Service Industry Manage-
embedded knowledge culture in communications of Australian compa- ment, 6(1), 40–63. https://doi.org/10.1108/09564239510078849
nies. Knowledge Management Research and Practice, Article in Press.
Vercic, A. T., Vercic, D., & Sriramesh, K. (2012). Internal communication:
https://doi.org/10.1080/14778238.2018.1538602, 1–10.
Definition, parameters, and the future. Public Relations Review, 38,
Moresi, E. A. D., & Mendes, S. P. (2010). Compartilhamento do 223–230. https://doi.org/10.1016/j.pubrev.2011.12.019
conhecimento em portais corporativos. TransInformação, 22(1),
Vergara, S. C. (2008). Métodos de pesquisa em administração (3rd ed.). São
19–32. https://doi.org/10.1590/S0103‐37862010000100002
Paulo: Atlas.
Morgan, G. (2010). Imagens da Organização: Edição executiva. Trad. Geni G.
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions
Goldschmidt (2.ed ed.). São Paulo: Atlas.
for future research. Human Resource Management Review, 20,
Nair, P., & Prakash, K. (Org.)(2009). Knowledge management: Facilitator's 115–131. https://doi.org/10.1016/j.hrmr.2009.10.001
guide (pp. 104–208). APO: Tokyo.
Welchman, J. C. (Ed.) (2013). Sculpture and the vitrine—Subject/object: New
Oliveira, R. R., Oliveira, R. R., & Lima, J. B. (2016). Reflexão sobre a relação studies in sculpture (pp. 1–22). Great Britain: Ashgate.
entre a mudança de cultura organizacional e a gestão do conhecimento.
Wu, M. Y., & Lee, Y. R. (2011). The effects of internal marketing, job satis-
Perspectivas em Gestão & Conhecimento, 6(1), 19–35.
faction and service attitude on job performance among high‐tech firm.
O'Sullivan, K. J. (2007). Creating and executing an internal communications African Journal of Business Management, 5(32), 12551–12562.
plan for knowledge management systems deployments. Journal of
Yin, R. K. (2010). Estudo de caso: Planejamento e métodos. Trad. Ana Thorell
Knowledge Management, 11(2), 102–108. https://doi.org/10.1108/
(4th ed.). Porto Alegre: Bookman.
13673270710738951
Young, R. (2010). Knowledge management tools and techniques manual.
Pacheco, R. C. S. (2016). Coprodução em ciência, tecnologia e inovação:
United Kingdom: APO.
Fundamentos e visões. In J. M. Pedro, & P. S. Freire (Eds.),
Interdisciplinaridade: Universidade e inovação social e tecnológica (pp. Zack, M., Mckeen, J., & Singh, S. (2009). Knowledge management and
21–62). Curitiba: CRV. organizational performance: An exploratory analysis. Journal of
Knowledge Management, 13(6), 392–409. https://doi.org/10.1108/
Piercy, N., & Morgan, N. (1991). Internal marketing—The missing half of the
13673270910997088
marketing program. Long Range Planning, 24(2), 82–93. https://doi.org/
10.1016/0024‐6301(91)90083‐Z Zhao, J., Pablos, P. O., & Qi, Z. (2012). Enterprise knowledge management
model based on China's practice and case study. Computers in Human
Prasad, A., & Steffes, E. (2002). Internal marketing at Continental Airlines:
Behavior, 28(2), 324–330. https://doi.org/10.1016/j.chb.2011.10.001
Convincing employees that management knows best. Marketing Letters,
13(2), 75–89. https://doi.org/10.1023/A:1016009201552
Quartey, S. H. (2019). Knowledge and sustainable competitive advantage How to cite this article: Krause MG, Cunha CJC d A, Lapolli
of the Eyre Peninsula's fishing industry in Australia. Knowledge and Pro-
ÉM, Dandolini GA. Showcasing knowledge: The promotion of
cess Management, 1–12. https://doi.org/10.1002/kpm.1592
knowledge management in a technology‐based organization.
Rafiq, M., & Ahmed, P. (1993). The scope of internal marketing: Defining
Knowl Process Manag. 2019;26:299–307. https://doi.org/
the boundary between marketing and human resource management.
Journal of Marketing Management, 9(3), 219–232. https://doi.org/ 10.1002/kpm.1602
10.1080/0267257X.1993.9964234