1
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
Analysis of the Governance Maturity of Intangible
Assets and Processes as a Tool for Implementing
Knowledge Management in a Pharmaceutical Industry
Jorge Magalhães (1), Adelaide Maria de Souza Antunes (2), Sandro Santos (3)
(1) Instituto de Tecnologia em Fármacos, Farmanguinhos/Fiocruz, Brasil;
Global Health and Tropical Medicine (GHTM),
Instituto de Higiene e Medicina Tropical (IHMT),
Universidade NOVA de Lisboa, Portugal, jorge.magalhaes@fiocruz.br
(2) Instituto Nacional de Propriedade Industrial (INPI) e Universidade Federal do Rio de
Janeiro (UFRJ), Brasil, adelaide@eq.ufrj.br
(3) Instituto de Tecnologia em Fármacos, Farmanguinhos/Fiocruz, Brasil,
sandro.santos@fiocruz.br
Abstract
Information and Knowledge Management is used to improve the performance of companies' innovative
activities. Before implementing a management process, organizations must analyze its aspects related to
the dynamics of internal knowledge, whether tacit or explicit. Thus, information management for maturity
monitoring constitutes a tool capable of enabling and implementing initiatives in a systematic and structured
way. They allow us to continually improve the governance of innovation and projects. In this way, this
article contributes to improving information management through a maturity level model and with
proposals for improvement for acting and sustainability of the strategic governance of its intellectual assets.
Interviews conducted based on the model proposed by Batista (2012) but applied in a pharmaceutical
company. After identifying the scenario, the relationship between the critical success factors of managing
its processes and knowledge innovation was evaluated. With the degree of maturity obtained, it was
compared against the “ideal” degrees and a management plan for projects and processes proposed.
Keywords: Innovation. Information Management. Knowledge Management. Maturity. Pharmaceutical
Industry.
2
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
Resumo
A Gestão da Informação e do Conhecimento é usada para melhorar o desempenho das atividades inovativas
das empresas. Antes de implementar um processo de gestão, as organizações devem analisar quanto aos
seus aspectos relacionados à dinâmica do conhecimento interno, seja tácito ou explícito. Assim, o
gerenciamento de informações para um monitoramento da maturidade, constitui uma ferramenta capaz de
viabilizar e implementar iniciativas de forma sistemática e estruturada. Elas permitem melhorar
continuamente a governabilidade da inovação e projetos. Desta forma, este artigo contribui na melhoria da
gestão informacional por meio de um modelo de grau de maturidade e com proposições de melhoria para a
tomada de ação e sustentabilidade da governança estratégica de seus ativos intelectuais. Foram realizadas
entrevistas a partir do modelo proposto por Batista (2012), porém aplicada em uma empresa farmacêutica.
Após identificação do cenário, avaliou-se o relacionamento entre os fatores críticos de sucesso da gestão
de seus processos e inovação do conhecimento. Com o grau de maturidade obtido, comparou-se frente os
graus “ideais” e foi proposto um plano de gestão dos projetos e processos.
Palavras-chave: Inovação. Gestão da Informação. Gestão do Conhecimento. Maturidade. Indústria
Farmacêutica.
1 Introduction
The 21st century enters the digital, informational era of data and knowledge. This evolution
and, therefore, challenge, has demanded the search for competitive advantages in organizations,
with new models or effective management tools, so that knowledge is strategically administered
and managed and offers these advantages to organizations (MAGALHÃES ET AL. 2022;
NONAKA; TAKEUCHI 2008). Several areas such as sociology, economics, administration, claim
that there has been a transformation in organizational structures and that at the center of it is
knowledge. Corporations are expected to be constantly concerned with organizational knowledge,
exploring its creation, transfer and use more effectively. (DAVENPORT; DE LONG; BEERS
1998) so that they can consolidate knowledge as a key economic resource and source of
competitive advantage (DRUCKER 1993).
In this context, Dodeler (2023) argues that one of the fundamental points of the citizen of
the new millennium is the problem of “how to have access to information about the world and how
to have the possibility of articulating and organizing them”. This questioning is revealed in how
to assimilate and transform information into knowledge, especially so that attitudes are taken, and
new knowledge is generated.
3
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
According Tarapanoff (2006), the intensification of the use of information for strategic
purposes in the perception of the user and the market, denotes that the value of an organization
incorporates “intangible” aspects, such as brand value, weight of patents generated, capacity for
innovation, talent of employees, in focus on executives and their relationships with customers,
software, unique processes, organizational designs, and more. It was also noticed that new and
better practices and solutions were expected from organizations, new ideas, discovery processes,
new insights, something that information cannot provide no matter how well managed it is
(DAVENPORT; PRUSAK 1998).
Thoben et al. (2002) define Knowledge Management (KM) as “a systemic strategy with
the application of measures such as guides, control and promotion of knowledge resources
(tangible and intangible) to use knowledge from inside and outside organizations to create new
knowledge, promote improvements and innovations”. According to Szezerbicki et al. (2006), KM
reorganizes and enhances the productivity, innovation, competitiveness, and relationship factors
of companies in the field in which they operate. Oliveira et al. (2011) understand that the
definitions presented in the literature for KM complete each other, having the process as a common
point. In this sense, the authors define KM “as a set of processes aimed at creating, storing,
disseminating and using knowledge, aligned with business objectives, considering sources of
knowledge internal and external to the organization” (OLIVEIRA ET AL. 2011 p.12).
Thus, for any initiative involving the adoption or implementation of KM in an organization,
there is a need to carry out a prior diagnosis, to know the strengths and weaknesses of the
organization, to then direct more effective actions in relation to the KM. Therefore, organizations
are advised to assess their degree of maturity, so that they can support the development of a
consistent and innovative plan, in addition to justifying the importance of KM practice. To do so,
they can use maturity models, in the sense of showing the level of development to indicate points
of improvement and evaluate the evolution and progress of organizations (OLIVEIRA ET AL.
2011; BATISTA 2012; SOUZA ET AL. 2018).
This paper evaluated the informational management as identification of the governance
maturity of the intangible assets and processes of a pharmaceutical company, proposing a Plan for
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MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
KM. In this context, it should be noted that public pharmaceutical companies follow superior
guidelines to carry out their functions, which are essential for society. They are known as official
pharmaceutical laboratories, linked directly to the Brazilian Unified Health System (SUS -
Brazilian term) (CARTAXO, 2014; SILVA, 2018). This places these companies as an important
part of the government strategy adopted. In view of this, it is becoming increasingly necessary to
discuss and implement tools that enable alignment between the players involved so that their
important role within the health system is fulfilled satisfactorily (SANTOS MARGOTTO, 2022).
2 Methodology
The research had a qualitative approach and presents an exploratory and applied nature.
Reference searches were carried out in indexed databases, such as Scielo, Scopus and Web of
Science, from 2019 to 2022, in addition to the application of a questionnaire to employees of a
Public Pharmaceutical Laboratory, generically referred to here as 'pharmaceutical company'.
Authorization from the Research Ethics Committee – Plataforma Brasil, number
51113221.4.0000.5262. A total of 134 interviews were carried out with 43 managers (out of a total
of 48) and 91 employees distributed across all areas of the organization. The questionnaire was
adapted from Batista's model (2012) – Knowledge Management Model for Brazilian Public
Administration – MGCAPB. The subjects' perception of KM was analyzed based on 7 (seven)
dimensions: leadership in KM, processes, people, technology, knowledge processes, learning and
innovation and KM results. Each evaluated dimension had 6 assertions, totaling 42 (forty-two) for
the instrument, which should be scored on a scale of 1 to 5, according to the description: 1 – the
actions described are very poorly carried out or are not yet carried out; 2 – the actions described
are poorly performed; 3 – the actions described are carried out properly; 4 – the actions described
are well performed; 5 – the actions described are very well carried out.
Scoreboards were built from the responses, with five levels of maturity, related to the score
obtained. They vary from the “reaction” level (lowest) to the “maturity” level (highest), which
shows the result of the evaluation:
5
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
I) Reaction: from 42 to 83 points - the organization does not know what KM is and is
unaware of its importance to increase efficiency and improve quality and social
effectiveness;
II) Initiation: from 84 to 125 points – the organization begins to recognize the need to
manage knowledge;
III) Introduction (expansion): from 126 to 146 points – there are KM practices in some
isolated areas of the organization;
IV) Refinement: from 147 to 188 points – the implementation of KM is continuously
evaluated and improved, for the integration of KM in all areas;
V) Maturity: from 189 to 210 points – the highest level of maturity assessment, where
KM is institutionalized in the organization.
Figure 1 – Level of Maturity in Knowledge Management
Source: Batista (2012, p. 95).
3 Results and Discussions
Data from the results of the interviews provided a map of the organization's KM maturity
level and indicated that the company has an Initiation level, with an average score equal to 105.3
points, on a 210-point scale. This is subdivided into its seven dimensions (see Table 1). Thus, the
organization begins to recognize the need to manage knowledge, aware that KM is still at a very
incipient level, that is, it is not on its strategic agenda. It should be noted that it was evidenced that
there were some KM practices in some areas in isolation. It should be noted that each dimension
6
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
is composed of six criteria. Therefore, the maximum score for each dimension is limited to 30
points.
Table 1 – Average score per dimension
Dimension
Description
Maximum Score
Average score per dimension
1
Leadership in KM
30,0
14,5
2
Lawsuit
30,0
17,4
3
People
30,0
13,7
4
Technology
30,0
16,0
5
Knowledge Processes
30,0
13,3
6
Learning and Innovation
30,0
17,4
7
KM Results
30,0
13,0
SOMA
210,0
105,3
Source: Authors (2023).
In Table 2, the average scores achieved for each criterion of each of the seven dimensions
evaluated are noted. It is noteworthy, as mentioned in the methodology section, that the maximum
possible score is 5.0 points for each assertion.
Table 2 - Average score per criterion
Dimension
Criterion
Description
Average
Score
Leadership in
KM
1.1
The organization has KM knowledge, vision and strategy
strongly aligned with the organization's vision, mission and
strategic objectives.
2,2
1.2
Organizational arrangements were put in place to formalize
KM initiatives (examples: a central information/knowledge
management coordination unit; quality improvement teams;
COPs; and knowledge networks).
2,1
1.3
Financial resources are allocated to knowledge management
initiatives.
1,9
1.4
The organization has an information and knowledge
protection policy (examples: protection of intellectual
property, information and knowledge security and access
policy, integrity, authenticity and confidentiality of
information).
3,4
1.5
Senior management and middle management serve as role
models in putting the values of knowledge sharing and
collaborative work into practice. They spend more time
disseminating information to their teams and facilitating the
2,7
7
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
horizontal flow of information between their teams and teams
in other departments.
1.6
Senior management and middle management promote,
recognize and reward performance improvement, individual
and organizational learning, knowledge sharing and
knowledge creation and innovation.
2,5
Process
2.1
The organization defines its core competencies (strategically
important capabilities that give the organization a comparative
advantage) and aligns them with its mission and the
organization's objectives.
3,0
2.2
The organization models its main work processes to achieve
high institutional performance.
3,0
2.3
The organization continually evaluates and improves its work
processes to achieve better performance, reduce variation,
improve products and services, and to keep up to date with
management excellence practices.
3,0
2.4
In process modeling, the following factors are considered:
new technologies, knowledge sharing, flexibility, efficiency,
effectiveness and social effectiveness.
2,8
2.5
The organization has its own system to manage crisis
situations or unforeseen events that ensures the continuity of
operations, prevention and recovery.
2,7
2.6
The organization continually evaluates and improves its
supporting and end-to-end processes to achieve better
performance, reduce variation, improve products and services,
and to keep up with management excellence practices.
2,9
People
3.1
The education and training programs, as well as those for
career development, expand the knowledge, skills and
capabilities of employees, support the achievement of the
organization's objectives and contribute to high organizational
performance.
2,9
3.2
The organization systematically disseminates information
about the KM benefits, policy, strategy, plan and tools to new
employees in the organization.
2,3
3.3
The organization has formal mentoring, coaching and tutoring
processes.
1,7
3.4
The organization has a bank of competences of its employees.
1,9
3.5
Collaboration and knowledge sharing are actively recognized
and rewarded/corrected.
2,1
3.6
The organization of work contemplates the formation of small
teams/groups (example: working groups, committees, quality
circles, work process improvement teams, cross-functional
teams, interdepartmental teams, COPs) and the structure by
processes to address concerns and problems in the workplace.
2,9
Technology
4.1
The IT Department has the technology and IT infrastructure
necessary for the effective implementation of KM.
3,4
4.2
The organization portal is used as the main source of
communication in the IT Department and supports the transfer
and sharing of information.
3,2
8
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
4.3
The IT Department's IT infrastructure is aligned with the
organization's KM strategy.
2,3
4.4
The IT Department has an efficient and effective IT
architecture, as well as KM systems, which support the entire
organization.
2,4
4.5
Existing systems are continuously improved and IT and KM
are perceived in the IT Department as interdependent and
irreplaceable.
2,2
4.6
The IT architecture is capable of extrapolating the
organization's boundaries, making it possible to share not only
data and information, but the knowledge and experience of
employees with all the organization's stakeholders in its value
chain.
2,4
Knowledge
Processes
5.1
The organization has systematic processes for identifying,
creating, storing, sharing and using knowledge.
2,3
5.2
The organization has a knowledge map and distributes the
knowledge assets or resources throughout the organization.
1,9
5.3
The knowledge gained after performing tasks and completing
projects is recorded and shared.
2,5
5.4
Essential knowledge of public servants leaving the
organization is retained.
2,0
5.5
The organization shares best practices and lessons learned
across the organization so there is not constant “reinventing
the wheel” and rework.
2,2
5.6
Benchmarking activities are carried out inside and outside the
organization, the results are used to improve organizational
performance and create new knowledge.
2,5
Learning and
Innovation
6.1
The organization articulates and continually reinforces
learning and innovation as values.
2,9
6.2
The organization considers taking risks or making mistakes as
learning opportunities as long as it does not happen
repeatedly.
2,7
6.3
Cross-functional teams are formed to solve problems or deal
with worrisome situations that occur in different management
units of the organization.
2,7
6.4
People feel that they are given autonomy by their superiors
and that their ideas and contributions are generally valued by
the organization.
2,9
6.5
Middle managers are willing to use new tools and methods.
3,2
6.6
People are encouraged to work together with others and share
information.
3,0
KM Results
7.1
The organization has a successful track record of
implementing KM and other change initiatives that can be
proven with performance indicator results.
2,1
7.2
Indicators are used to assess the impact of KM contributions
and initiatives on the organization's results.
1,9
7.3
The organization improved – thanks to GC's contributions and
initiatives – the results related to the quality indicators of
products and services.
2,4
7.4
The organization improved – thanks to GC's contributions and
initiatives – the results related to efficiency indicators.
2,2
9
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
7.5
The organization improved – thanks to GC's contributions and
initiatives – the results related to social effectiveness
indicators.
2,2
7.6
The organization improved – thanks to GC's contributions and
initiatives – the results of the legality, impersonality, publicity,
morality and development indicators.
2,2
Source: Authors (2023).
Thus, before assessing the degree of maturity in KM in its dimensions and criteria,
strengths and opportunities for improvement were identified with a view to implementing KM.
Fonseca (2006 apud BATISTA 2012), states that the organization's recognition of its strengths and
weaknesses (in this case the opportunities for improvement) enables it to direct its KM efforts in
the search for differentiation. In view of this, Frame 3 will present a matrix with the strengths and
opportunities for improvement of KM in the pharmaceutical laboratory identified from the
perception of the respondents through the evaluation tool.
Frame 3 – Matrix of strengths and opportunities for improvement
Dimension
Strengths
Opportunities for improvement
Leadership in
KM
Information and knowledge protection
policy, covering patents and knowledge
security
The absence of strategic direction for KM.
GC without alignment with organizational
strategy
The absence of organizational arrangements
such as communities of practice and
knowledge networks
The absence of a central knowledge
management coordination unit
Low allocation (insufficient) of financial
resources in KM initiatives
Need to improve practices for sharing
knowledge and collaborative work
Senior management and middle management
need to evolve concerning promotion,
recognition and reward for improved
performance, individual and organizational
learning, knowledge sharing and knowledge
creation and innovation
Process
There is concern and effort on the part of
the organization to establish processes in
order to continuously improve
The institution has systematic processes,
however, they are more focused on the
operational level than on strategic objectives
and KM
Process improvement is well established
within the scope of Quality Management
and Good Manufacturing Practices
In general, process modeling is already done,
but evaluation and monitoring are not
adequate
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MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
Process modeling does not include new
technologies, knowledge sharing, flexibility,
efficiency, efficacy and social effectiveness
Existing processes maintain operations but do
not allow for problem prevention
People
Differentiated education program
There is no induction process for new
employees to become familiar with KM
There is a practice of forming
teams/groups to solve specific issues
There are no formal mentoring, coaching or
tutoring processes
No skill bank
Lack of incentives for sharing and
collaboration
Technology
The organization has adequate IT
infrastructure (internet, intranet, website
and software)
The IT infrastructure is not aligned with the
strategy, as there is no KM strategy
Employees have access to a computer, e-
mail account and internet and intranet
access, as well as tools and software to
assist in carrying out activities
There is no GC system. Therefore, there is no
interdependence between IT and KM
Knowledge
Processes
There are systematic processes for
identifying, creating, storing, sharing and
using knowledge in the Quality System
As there is no proper knowledge management
system, the cycle of identification, creation,
storage, sharing and use of knowledge occurs
only in the Quality System
There is no knowledge map with the
necessary detail to distribute knowledge
assets or resources across the organization
The organizational culture does not favor the
sharing of knowledge acquired after
performing tasks and completing projects
KM's systematic processes are seen as
insufficient to provide knowledge transfer
There are no formal processes for retaining
knowledge during employee termination
Sharing of best practices and lessons learned
is done sporadically. It is not an
institutionalized practice
The practice of benchmarking is not
institutionalized. When they occur, they are
isolated and informal initiatives
The institution does not have an inventory to
identify and locate knowledge resources, thus
making collaboration difficult.
Learning and
Innovation
The organization articulates and
continually reinforces learning and
innovation as values in an appropriate
manner
The formation of cross-functional teams can
be better explored
In general, mistakes are perceived as a
form of learning
There is asymmetry about the willingness of
middle managers to use new tools and
methods
11
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
There is autonomy to undertake ideas
within a rationale logic
Although efforts are made to encourage
teamwork and information sharing, there is
still a culture of knowledge retention.
KM Results
The organization has some institutional
indicators
The indicators are not related to initiatives
aimed at knowledge management
The organization is recognized by
customers and partners
Source: Authors (2023).
Frame 4 presents the proposals to be worked on for improvement opportunities to achieve
a Knowledge Management Plan (KMP).
Frame 4 – Matrix of improvement opportunities and proposals
Opportunities for improvement
Proposals
OM1 - Lack of strategic direction for KM. KM not
aligned with organizational strategy
P1 - Define and present the KM vision and
strategies that must be aligned with the
organization's strategic drivers
OM2 - Lack of organizational arrangements such as
communities of practice and knowledge networks
P2 - Establishing organizational arrangements to
formalize KM initiatives
OM3 - Senior management and middle management need
to evolve when it comes to promotion, recognition and
reward for improved performance, individual and
organizational learning, knowledge sharing and the
creation of knowledge and innovation
P3 - Establish a system of recognition and reward
for improved performance, individual learning and
the creation of knowledge and innovation
OM4 - There is asymmetry regarding the willingness of
middle managers to use new tools and methods
P4 – Seeking to mitigate asymmetry by raising
awareness and changing the culture
OM5 - Absence of a central knowledge management
coordination unit
P5 - Establishing the governance structure
OM6 - Low allocation (insufficiency) of financial
resources to KM initiatives
P6 - Allocate financial resources to enable KM
initiatives and ensure the use of KM to improve
processes, products and services
OM7 - The institution has systematic processes, but they
are more focused on the operational level than on strategic
objectives and KM
P7 - Modeling processes to add value to the
citizen-user and achieve high institutional
performance
OM8 - In general, process modeling is already done, but
evaluation and follow-up are not adequate
P8 - Continuously evaluate and improve the
processes modeled to improve performance and
improve products and services
OM9 - Process modeling does not take into account the
factors of new technologies, knowledge sharing,
flexibility, efficiency, efficacy and social effectiveness
P9 - Bringing together the factors of new
technologies, knowledge sharing, flexibility,
efficiency and social effectiveness
OM10 - Existing processes maintain operations, but do
not allow for the prevention of problems
P10 - Adopt an organized system to manage crisis
situations or unforeseen events to ensure continuity
of operations, prevention and correction
OM11 - As there is no proper knowledge management
system, the cycle of identifying, creating, storing, sharing
and using knowledge only takes place in the Quality
P11 – Implement the Knowledge Management
Plan to make the KM cycle work
12
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
System
OM12 - Systematic KM processes are seen as insufficient
for knowledge transfer
P12 – Implement the Knowledge Management
Plan with the definition of KM practices and
processes
OM13 - There is no inventory in the institution to identify
and locate knowledge resources, thus hindering
collaboration
P13 – Implement a knowledge inventory tool
OM14 - There is no induction process for new
employees to familiarize themselves with KM
P14 - Systematically disseminate information
about the benefits, policy, strategy, model, plan
and KM tools to new employees so that they can
quickly join the effort to institutionalize KM
OM15 - There are no formal mentoring, coaching or
tutoring processes
P15 - Establish mentoring, coaching and tutoring
processes
OM16 - There is no skills bank
P16 - Implement an organizational skills bank
OM17 - There are no formal processes for retaining
knowledge during employee dismissal
P17 – Define and apply formal processes to retain
employees' knowledge
OM18 - There is no knowledge map with the necessary
detail to distribute knowledge assets or resources
throughout the organization
P18 - Define and build graphical representations of
knowledge so that they can be a tool to support KM
OM19 - The practice of benchmarking is not
institutionalized. When they do occur, they are isolated
and informal initiatives
P19 - Institutionalize the practice of benchmarking
OM20 - Lack of incentives for sharing and collaboration
P20 – Define and apply practices to encourage
sharing and collaboration
OM21 - The formation of cross-functional teams can be
better exploited
P21 – Establish institutional practices for
teamwork
OM22 - Need to improve practices for sharing knowledge
and collaborative work
P22 - Improve knowledge sharing and
collaborative work practices
OM23 - The organizational culture is not conducive to
sharing the knowledge acquired after the execution of
tasks and the completion of projects
P23 – Seek to establish a culture of sharing
OM24 - Although we try to encourage working together
and sharing information, there is still a culture of
withholding knowledge
OM25 - Best practices and lessons learned are shared
sporadically. It is not an institutionalized practice
P25 – Instituting storytelling and lessons learned
practices
OM26 - The IT infrastructure is not aligned with the
strategy, since there is no KM strategy
P26 - To do this, it is first necessary to define and
align the institutional strategy with a KM strategy
OM27 - There is no KM system. So there is no
interdependence between IT and KM
P27 - Implement a KM system, after aligning the
institutional strategy with a KM strategy
OM28 - The indicators are not related to KM initiatives
P28 – Define indicators associated with KM
Source: Authors (2023).
With these results, a Knowledge Management Plan (KMP) was drawn up with the Critical
Success Factors (CSFs) for KM (frame 5 and 6). For Damodaran and Olphert (2000), the
identification of CSFs serves as the basis for a change management process, including the
development of the knowledge-sharing culture necessary for effective KM. Wong (2005) points
out the need for organizations to be aware of which CSFs could influence and impact on the
13
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
implementation of KM. According to Besen (2013), there is no single set of CSFs for private or
public organizations. However, Gnecco Jr. et al. (2010) argue that although there is a wide variety
of CSFs, there is a set of fundamental factors which, when perfectly executed, contribute to the
success of organizations, otherwise they can lead to failure.
Corrêa and Carvalho (2019) established 13 essential topics for the success of KM, which
must be worked together to achieve successful knowledge management (see Frame 5).
Frame 5 - Critical Success Factors
Critical Success Factor
Description
Strategy
The strategy must be clearly drawn up, well-defined and made clear to employees
so that they understand the objectives pursued by KM. In addition, this strategy
must be aligned with the organizational strategy to support its objectives
Leadership and support
from top management
The support of senior management acts as a pillar for the continuity of KM. The
leader's attitude must serve as an example to other team members, demonstrating a
real interest in continuous learning and sharing knowledge
Knowledge management
team
It consists of a specific team geared towards promoting KM. This team has
specific roles and responsibilities, such as establishing processes, coordinating,
managing and defining the objective of the KM proposal
Resources (financial,
human, material and time)
KM requires financial resources for specific technological systems, people to run
them, material and infrastructure inputs, as well as time for professionals to carry
out CG processes and activities
Processes and activities
They are at the heart of KM because they show how organizational knowledge is
handled and must be integrated into the workflow in a clear, structured and
systematic way. Identification, creation, storage and sharing are some of the
processes and activities also known as phases adopted in frameworks, usually in a
non-linear way
Human resources
management
People are the key element in KM, which makes human resource management
essential as it works with these individuals who hold knowledge. Thus, the
processes of recruiting, developing and retaining employees provide the
organization with employees with relevant knowledge and are therefore vital to the
success of KM
Training and education
Employees must be trained and educated to understand the terminology and
objectives of KM, their responsibilities towards this initiative and other aspects
such as knowledge sharing, collaborative behavior and the use of knowledge-
oriented tools
Motivation
These are ways of encouraging employees to get involved, share their knowledge
and act collaboratively with KM. Some incentives are rewards (financial), bonuses
(non-financial benefits) and employee recognition
Teamwork
A team can be interpreted as the coming together of two or more individuals who
interact and influence each other. Being in a team boosts cooperation between
people and increases the success of KM processes and activities. In this way, work
teams are beneficial to the creation and sharing of organizational knowledge
Culture
These are the values, norms and social customs that shape the way people behave.
14
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
For KM, a favorable culture must foster the sharing of knowledge, among other
aspects that govern a knowledge-oriented atmosphere
Information technology
From one perspective, information technology connects people to share tacit
knowledge. From another perspective, it allows explicit knowledge to be stored
and shared within the organization through the use of databases, intranets and the
internet
Measurement
It aims to measure knowledge in order to assess the progress and continuous
improvement of the KM program, resulting in the need to set measurable targets.
One instrument is diagnostics, which tends to measure aspects in order to identify
gaps to be remedied through knowledge management
Pilot project
They are a way of putting KM into practice on a smaller institutional scale to
capture mistakes and lessons learned, increasing the success of an initiative when
applied more widely
Source: Created by the authors (Adapted from Corrêa and Carvalho, 2019).
Connecting the 13 (thirteen) CSF with the Opportunities for Improvement (OI), the stage
in which the organization is found is identified and the proposal for the Knowledge Management
Plan (KMP) is listed (Frame 6).
Frame 6 – Critical Success Factors x Improvement Opportunities x Management Proposals
Critical Success
Factors
Improvement Opportunities
Management Proposals
CSF1 -
Strategy
Absence of strategic direction for KM. KM
without alignment with organizational
strategy
Define and present the KM vision and
strategies that must be aligned with the
organization's strategic drivers
Absence of organizational arrangements such
as communities of practice and knowledge
networks
Establish organizational arrangements to
formalize KM initiatives
CSF2 - Top
management
leadership and
support
Senior management and middle management
need to evolve in terms of promotion,
recognition and reward for improved
performance, individual and organizational
learning, knowledge sharing and knowledge
creation and innovation
Institute a system of recognition and reward
for performance improvement, individual
learning, and the creation of knowledge and
innovation
There is asymmetry in relation to the
willingness of middle managers to use new
tools and methods
Seek to mitigate asymmetry through
awareness and cultural change
CSF3 -
Knowledge
Management
Team
Absence of a central knowledge management
coordination unit
Establish the governance structure
CSF4 -
Resources
(financial,
human,
material and
time)
Low allocation (insufficient) of financial
resources in KM initiatives
Allocate financial resources to enable KM
initiatives and ensure the use of KM to
improve processes, products and services
15
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
CSF5 – Process
and Activities
The institution has systematic processes;
however, they are more focused on the
operational level than on strategic objectives
and KM
Model processes to add value to the citizen-
user and achieve high institutional
performance
In general, process modeling is already done,
but evaluation and monitoring are not
adequate
Continuously evaluate and improve modeled
processes to improve performance and
improve products and services
Process modeling does not include new
technologies, knowledge sharing, flexibility,
efficiency, efficacy and social effectiveness
Aggregate the factors new technologies,
knowledge sharing, flexibility, efficiency and
social effectiveness
Existing processes maintain operations but
do not allow for problem prevention
Adopt an organized system to manage crisis
situations or unforeseen events to ensure
continuity of operations, prevention and
correction
As there is no proper knowledge management
system, the cycle of identification, creation,
storage, sharing and use of knowledge occurs
only in the Quality System
Implement the Knowledge Management Plan
to make the KM cycle work
KM's systematic processes are seen as
insufficient to provide knowledge transfer
Implement the Knowledge Management Plan
with the definition of KM practices and
processes
The institution does not have an inventory to
identify and locate knowledge resources, thus
making collaboration difficult.
Implement a knowledge inventory tool
CSF6 - People
management
There is no induction process for new
employees to become familiar with KM
Systematically disseminate information about
KM benefits, policy, strategy, model, plan and
tools to new employees so that they can
quickly join the effort to institutionalize KM
There are no formal mentoring, coaching or
tutoring processes
Institute mentoring, coaching and tutoring
processes
No skill bank
Implement organizational skills bank
There are no formal processes for retaining
knowledge during employee termination
Define and apply formal processes to retain
employee knowledge
There is no knowledge map with the
necessary detail to distribute knowledge
assets or resources across the organization
Define and build graphical representations of
knowledge so that they can be a tool to support
KM
CSF7 - training
and education
The practice of benchmarking is not
institutionalized. When they occur, they are
isolated and informal initiatives
Institutionalize the practice of benchmarking
CSF8 -
Motivation
Lack of incentives for sharing and
collaboration
Define and apply practices to encourage
sharing and collaboration
CSF9 - Team
work
The formation of cross-functional teams can
be better explored
Establish institutional practices for teamwork
Need to improve practices for sharing
knowledge and collaborative work
Improve knowledge sharing and collaborative
work practices
CSF10 -
Culture
The organizational culture does not favor the
sharing of knowledge acquired after
performing tasks and completing projects
Seek to establish a culture focused on sharing
Although efforts are made to encourage
teamwork and information sharing, there is
still a culture of knowledge retention.
Seek to establish a culture focused on sharing
16
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
Sharing of best practices and lessons learned
is done sporadically. It is not an
institutionalized practice
Institute practices of narratives and lessons
learned
CSF11 -
Information
Technology
The IT infrastructure is not aligned with the
strategy, as there is no KM strategy
To address this aspect, it is first necessary to
define and align the institutional strategy with
a KM strategy
There is no GC system. Therefore, there is no
interdependence between IT and GC
Implement a KM system, after aligning the
institutional strategy with a KM strategy
CSF12 -
Measurement
Indicators are not related to KM initiatives
Define indicators associated with KM
Source: Authors (2023).
Thus, by recognizing the relationship between the critical success factors and their
respective opportunities for improvement, it was possible to propose practices capable of
leveraging the benefits of KM. With this diagnosis, the next step will be to plan the implementation
of the proposals with a view to establishing a KM process that integrates the various business
processes.
Hence, the results of the assessment determine the degree of use of KM in the organization,
the conditions for implementing, and maintaining KM processes. In addition to identifying
strengths and opportunities for improvement. In this way, the identification and recognition of the
KM maturity level of a public organization becomes a stimulus to improve the techniques used,
and advance in the process of institutionalization of organizational knowledge. A big opportunity
to the continuous improvement of processes that guarantee better results, efficiency, and quality
of the services provided.
The results obtained in the interviews provide a view of the maturity level of the
organization's knowledge management, namely: variation from the "Reaction" level as the lowest
level, to the "Maturity" level - the highest level. Regarding the dimensions evaluated, they were
Leadership, the Processes, the Persons, Technology, Knowledge Processes, Learning and
Innovation and, Knowledge Management Results.
The Knowledge Management Results dimension assesses the organization's history in the
implementation/implementation of knowledge management and whether indicators are used to
assess the contributions of knowledge management in the organization's results (APO, 2009).
Therefore, it refers to the outputs of a GC carried out strategically or, even, considering isolated
17
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
initiatives that are in a GC scope, even if not yet carried out in a strategic way. The score for this
dimension is placed in Table 9 and indicates the lowest score among all dimensions. Bearing in
mind the peculiarity of this dimension as it deals with KM Results, the result obtained shows
consistency with the results of the previous dimensions.
4 Conclusions
The Public Pharmaceutical Laboratories is a strategic institution for the Unified Health
System in Brazil. Has public production or public-private arrangements, the expansion and
qualification of access to medicines and other health technologies. This public pharmaceutical
industry has complexity and specific characteristics, as it encompasses the production of
medicines, scientific research, technological development, and education as activities, forming an
integrated chain aimed at fulfilling its institutional mission within the Brazilian health system.
The generation of informational data is imperative for effective monitoring of maturity,
since it constitutes a tool capable of enabling and implementing initiatives in a systematic and
structured way. In this way, the work was structured since informational variables and presented
a model adapted from Batista (2012) let them contemplate pillars in the human, technological,
procedural, and contextual spheres.
The results showed that the laboratory's maturity in Knowledge Management is at the
initiation level, with an average score equal to 105.3 points, on a 210-point scale (subdivided into
the 7 (seven) dimensions of the assessment instrument). Therefore, according to the scales of this
instrument, the organization is beginning to recognize the need to manage knowledge. Therefore,
it was evidenced that there are some KM practices in some areas in isolation.
The existence of initiatives to share knowledge was evidenced, but it was not observed that
they do not occur strategically. There isn't even a specific area to instrument the GC. Since there
is a direct correlation between this alignment so that several other aspects are institutionalized in
a strategically planned way. Thus, the lack of a formal KM strategy negatively impacts, for
example, the allocation of financial resources in KM-related initiatives, the implementation of a
18
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
KM coordination unit, the establishment of organizational arrangements aimed at knowledge
sharing and the implementation of IT tools focused on KM. Furthermore, as there is no KM
strategy, the cycle of identification, creation, storage, sharing and use of knowledge is impaired.
It is recommended as the first aspect to work on, the definition of the vision and knowledge
management strategies. These must be aligned with the organization's strategic guidelines.
Consequently, the governance structure for KM should also be established, as well as defining
which organizational arrangements will be used to formalize the initiatives.
Efforts must be made to institutionalize KM, in addition to which the organization must
understand the benefits arising from allocating financial resources in KM, as an investment and
not as costs, since these have the potential to generate competitive advantages and innovations.
The proposed practices aim to systematize the absorption of knowledge in processes and
people, seeking to favor the generation of new knowledge with a view to sustainability,
competitiveness and innovation. They refer to practices for acquiring, storing, distributing, and
using knowledge. In this context, the implementation of the KM plan will provide benefits
throughout this chain, that is, from dedication to research and technological development of high
added value and/or strategic drugs for the Ministry of Health, to the production and guarantee of
population to access these drugs through the Brazilian Health System.
The application of the proposed methodology can be used in other organizational contexts
and, thus, can contribute to the success of other organizations.
19
MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
contínua, 2023, e023059. DOI: 10.36311/1981-1640.2023.v17.e023059
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MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. Analysis of the Governance
Maturity of Intangible Assets and Processes as a Tool for Implementing Knowledge Management in a
Pharmaceutical Industry. Brazilian Journal of Information Science: research trends. vol. 17, publicação
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Copyright: © 2023 MAGALHÃES, Jorge; ANTUNES, Adelaide Maria de Souza, SANTOS, Sandro. This
is an open-access article distributed under the terms of the Creative Commons CC Attribution-ShareAlike
(CC BY-SA), which permits use, distribution, and reproduction in any medium, under the identical terms,
and provided the original author and source are credited.
Received: 22/08/2023 Accepted: 08/01/2024
