{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,8]],"date-time":"2026-04-08T23:28:23Z","timestamp":1775690903622,"version":"3.50.1"},"reference-count":38,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2014,10,7]],"date-time":"2014-10-07T00:00:00Z","timestamp":1412640000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,10,7]]},"abstract":"<jats:sec>\n               <jats:title content-type=\"abstract-heading\">Purpose<\/jats:title>\n               <jats:p> \u2013 This paper aims to discuss the barriers and practices associated with knowledge management (KM), which is characterized as an important management tool to add value to products and services of companies and, thus, allow them to become more competitive and unique, of large Brazilian companies. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title>\n               <jats:p> \u2013 As a conceptual framework, the author adopted the main theories on KM to extract the barriers and practices included in the literature, aiming to confirm them through quantitative research with managers from large Brazilian companies. Based on the responses obtained, the author conducted several multivariate analyses, including descriptive analysis, factor analysis, cluster analysis and multinomial logistic regression. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Findings<\/jats:title>\n               <jats:p> \u2013 In addition to presenting the main barriers and key practices associated with KM, our main result also presents a model for the evaluation of the level of maturity in KM based on the practices adopted by large Brazilian companies. <\/jats:p>\n            <\/jats:sec>\n            <jats:sec>\n               <jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title>\n               <jats:p> \u2013 The main result presents a model for the evaluation of the level of maturity in KM based on the practices adopted by large Brazilian companies.<\/jats:p>\n            <\/jats:sec>","DOI":"10.1108\/jkm-03-2014-0080","type":"journal-article","created":{"date-parts":[[2014,11,5]],"date-time":"2014-11-05T05:19:20Z","timestamp":1415164760000},"page":"1053-1074","source":"Crossref","is-referenced-by-count":96,"title":["Knowledge management barriers, practices and maturity model"],"prefix":"10.1108","volume":"18","author":[{"given":"Fabio","family":"Lotti Oliva","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2020012415021002700_b1","unstructured":"Al-Sudairy, M.A.T.\n                and \n                  Vasista, T.G.K.\n                (2012), \u201cFostering knowledge management and citizen participation via e-governance for achieving sustainable balanced development\u201d, The IUP Journal of Knowledge Management, Vol. 10 No. 1, pp. 52-64."},{"key":"key2020012415021002700_b2","doi-asserted-by":"crossref","unstructured":"Alwis, R.S.\n                and \n                  Hartmann, E.\n                (2008), \u201cThe use of tacit knowledge within innovative companies: knowledge management in innovative enterprises\u201d, Journal of Knowledge Management, Vol. 12 No. 1, pp. 133-147.","DOI":"10.1108\/13673270810852449"},{"key":"key2020012415021002700_b3","doi-asserted-by":"crossref","unstructured":"Brandt, D.\n                and \n                  Hartmann, E.\n                (1999), \u201cEditorial: research topics and strategies in socio-technical systems\u201d, Human Factors and Ergonomics in Manufacturing, Vol. 9 No. 3, pp. 241-243.","DOI":"10.1002\/(SICI)1520-6564(199922)9:3<241::AID-HFM1>3.0.CO;2-B"},{"key":"key2020012415021002700_b4","doi-asserted-by":"crossref","unstructured":"Choo, C.W.\n                (2006), The Knowing Organization, Oxford University Press, New York, NY.","DOI":"10.1093\/acprof:oso\/9780195176780.003.0001"},{"key":"key2020012415021002700_b5","doi-asserted-by":"crossref","unstructured":"Collins, C.J.\n                and \n                  Smith, K.G.\n                (2006), \u201cKnowledge exchange and combination: the role of human resource practices in the performance of high-technology firms\u201d, Academy of Management Journal, Vol. 49 No. 3, pp. 544-560.","DOI":"10.5465\/amj.2006.21794671"},{"key":"key2020012415021002700_b6","doi-asserted-by":"crossref","unstructured":"Crossan, M.M.\n               , \n                  Lane, H.W.\n                and \n                  White, R.\n                (1999), \u201cAn organizational learning framework: from intuition to institution\u201d, Academy of Management Review, Vol. 24 No. 3, pp. 522-537.","DOI":"10.5465\/amr.1999.2202135"},{"key":"key2020012415021002700_b7","unstructured":"Davenport, T.H.\n                and \n                  Prusak, L.\n                (1998), Conhecimento Empresarial Como as Organiza\u00e7\u00f5es Gerenciam o seu Capital Intelectual, Campus, Rio de Janeiro."},{"key":"key2020012415021002700_b8","doi-asserted-by":"crossref","unstructured":"Doh, J.P.\n                (2003), \u201cCan leadership be taught? 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