Knowledge Management in Research and Technological Development Institutes

Strategies for Sustainability and Innovation

Abstract

This document analyzes the importance of Knowledge Management (KM) in research and technological development (R&D) institutions, focusing on institutes within the SENAI Innovation Network, coordinated by the National Confederation of Industry (CNI) in Brazil. It presents a methodological proposal for structuring KM practices aimed at sustainability and innovation. The research is based on the understanding that knowledge is a strategic asset in these organizations, driving technological solutions, the continuity of strategic projects, and the retention of critical competencies.

The study begins by examining the context of Brazilian industrial innovation and the efforts made by SENAI to establish a national network of innovation institutes. It highlights the strategic role these units play in the digital transformation of industry. It then explores the theoretical foundations of Knowledge Management, drawing on leading authors such as Nonaka & Takeuchi, Davenport & Prusak, and Probst et al., as well as international standards like ISO 30401 (Knowledge Management Systems) and ISO 9001 (Quality Management Systems), which offer practical guidance for structuring KM policies and processes.

A qualitative, descriptive, and participatory methodological approach is adopted, involving a case study applied in two main areas: the SENAI Innovation Institutes and CNI’s governance structure. Data collection involved interviews with managers, questionnaires applied to professionals in innovation units, and workshops with specialists. The diagnostic process revealed existing KM practices, gaps, opportunities, and challenges regarding the institutionalization of KM within the institutes.

Based on the data, the study proposes a five-phase methodology for KM implementation: (1) Initiation, (2) Diagnosis, (3) Planning, (4) Execution, and (5) Monitoring and Continuous Improvement. The initiation phase includes leadership engagement and alignment with strategic goals. The diagnosis maps knowledge assets, existing practices, risks of knowledge loss, and the organizational culture regarding sharing. Planning defines policies, roles, processes, and technologies aligned with institutional strategy. Execution involves implementing practices such as communities of practice, mentorship programs, lessons learned management, documentation systems, and collaborative platforms. Monitoring establishes performance indicators and mechanisms for evaluation and continuous improvement.

The study identifies several challenges: difficulty retaining tacit knowledge from senior specialists, lack of formal processes to capture and reuse critical information, staff turnover, and insufficient incentives for sharing. Furthermore, it stresses the need to integrate KM across organizational levels and units and embed it into onboarding and project memory practices.

Expected benefits of structured KM include improved technical productivity, reduced rework, better inter-unit communication, strengthened organizational learning, and enhanced innovation capacity. KM is framed not as an end but as a means to support organizational goals and become a central part of the innovation ecosystem.

The proposed model was piloted in voluntary SENAI Innovation units, showing promising results in engagement, identification of good practices, and co-created solutions. The study emphasizes that KM success depends on leadership commitment, well-defined roles, institutional policies, and a trust-based culture.

In conclusion, KM is shown to be essential for the sustainability of R&D institutes, enabling knowledge preservation, legacy continuity, and the maintenance of strategic initiatives despite structural changes. Recommendations include expanding the model to other Brazilian science, technology, and innovation institutions, and conducting longitudinal studies to assess KM’s real impact on innovation and organizational competitiveness.