Diagnóstico da maturidade em gestão do conhecimento: um estudo em uma empresa desenvolvedora de software de pequeno porte

Abstract

The present work aims to diagnose the level of Knowledge Management (KM) maturity in a small software development company. In a scenario of high competitiveness and technological turnover, the ability to retain and disseminate knowledge becomes a crucial strategic asset. The methodology adopted was a qualitative case study, structured in stages that included a literature review, adaptation of the Asian Productivity Organization (APO) method, application of questionnaires for initial probing, and semi-structured interviews with management for deepening and evidence collection. The results indicate that, although the preliminary diagnosis suggests an "Introduction/Expansion"level, the qualitative analysis revealed a dichotomy between organizational culture and structure. It was observed that sharing and innovation practices occur f luidly and organically at operational levels, driven by agile methodologies and squad dynamics. In contrast, there are significant structural gaps in strategic management, evidenced by the absence of performance indicators for KM, the lack of formal talent retention processes, and the centralization of information at the directive level. It is concluded that the organization’s maturity is predominantly sustained by oral communication and spontaneous initiative, requiring a transition to structured governance, with defined metrics and institutional policies to ensure the longevity of intellectual capital.