Purpose: The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines.Design/methodology/approach: The study is based on a qualitative approach, and it draws data from a four‐month field study at a blown‐molded glass factory. Data collection techniques included interviews, informal conversations and on‐site observations, and data were interpreted using content analysis.Findings: The results indicated that sharing of tacit knowledge is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals, and HRM practices such as the provision of formal training, on‐the‐job training and incentives.Practical implications: This paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue‐collar workers.Originality/value: Despite the acknowledgement of the importance of blue‐collar workers' knowledge, both the knowledge management and operations management literatures have devoted limited attention to it. Studies related to knowledge management in unstructured working environments are also not abundant.

Keywords Literature review; Metanalyses; Critical analyses; Empirical paper

This paper aims to discuss how Knowledge Management (KM) can support the Industry 4.0 (I4.0) implementation. The paper analyzes the relevant literature and explores related research opportunities, which can provide insights and assist researchers in future studies. I4.0 technologies can influence work flexibility, autonomy, job performance and innovation, but the acquisition and dissemination of knowledge, especially on the shop floor, remain dependent on employees, indicating human concerns which can be supported by KM. We conducted a literature review on KM and I4.0 on 41 papers selected from the Clarivate Web of Science Core Collection, published between 2010 and 2021. Structured summaries were developed, that lead to broad themes. Findings indicate three themes relating KM and I4.0: Technology, which explores infrastructure demands for implementation and its influence on the knowledge creation process; KM and learning, which reinforces the importance of both hard and soft skills, and indicates the need to investigate enablers factors for knowledge creation and sharing; and Worker engagement, which consider communicational, cultural and trust-related aspects for worker's development. This paper explores the I4.0 implementation and indicate concerns involving workers and the technologies adoption, which can provide insights and assist researchers in future Operations Management practices and related researches.

Purpose: The purpose of this paper is to discuss factors to support ISO 9001:2015 implementation. A framework for identification and prioritization of factors is applied in Brazilian power train suppliers (Tier 1). Brazil is the eighth largest vehicle manufacturer in the world.Design/methodology/approach: The data analysis presented in this paper is grounded in an empirical study involving ISO 9001 certified Brazilian companies (47 plants) that supply auto parts to power train assembly plants. They represent almost 50 percent of the Tier 1 Brazilian power train suppliers. Data collection and analysis is performed with the participation of managers who are experts in quality management systems and ISO 9001. Analytic hierarchy process (AHP) supports the mixed methods approach. The data analysis is broken down by electrical components, machining, sub-components and small parts manufacturers.Findings: The factors assessed are top management commitment, team commitment, training, responsibilities and authorities defined, schedule for implementation, quality culture, resource availability, integration between departments, level of bureaucracy as well as level of awareness regarding the ISO 9001 significance. A new factor was identified, which was not cited in the literature, quality staff reliability.Research limitations/implications: The research is applied to suppliers of powertrain manufacturers and could reflect other sectors. It is important observe that the automotive sector represents a microcosm of the organization in general and many production models stem from there.Practical implications: Understanding the critical factors is important to ensure that managers allocate resources appropriately during implementation and maintenance of ISO 9001:2015.Social implications: Organizations around the world have, until 2018, to upgrade their quality systems to ISO 9001:2015 and the results of this paper can support strategies and decision making about that.Originality/value: This paper evidences the relative importance among factors and ranks item in order of importance for ISO 9001:2015 implementation. Prior studies indicate the need to develop a mixed methods study to examine the role of the critical factors to support the ISO 9001:2015 implementation as done in this paper.

To identify the relationship between leadership and knowledge management (KM) reported in academic publications, a systematic review of the articles contained in the Web of Science platform from 1996 to 2019 was carried out. The information obtained clarifies the relevance of the theme and the ideas described lead to results supported by studies on the competence of the leader and organizational psychology that confirm the relationship between the constructs. The conclusion presents an agenda for future studies, in order to fill the gaps identified by the diagnosis of the research questions and with the possibility of describing, through a more detailed analysis, the characteristics of the leaders associated with the KM process that allowed to present the profile of the leader in that context. The results can contribute as a practical guide in the management of human resources, providing benefits to organizations that work with KM.

Purpose: This paper aims to propose a model of production management that integrates knowledge management, as a third dimension, to the production and work dimensions and to identify factors that promote a favorable context for knowledge sharing and results achievement in the production operations shop floor environment.Design/methodology/approach: The model proposed is built from opportunities identified in the literature review.Findings: The factors in the model integrate its three main components: knowledge management, production organization and work organization, providing a representation of the dynamics of the workplace and shop floor environment.Practical implications: The proposed model and its factors allow managers to better understand and to improve the organization activities, because it integrates knowledge management with the production organization and work organization components of traditional models.Originality/value: Literature acknowledges the role of knowledge as competitive advantage, but it is still dealt in an implicit way within the traditional models of production management. This paper proposes a model and factors that provide a favorable context for tacit knowledge sharing and results achievement in the production operations shop floor environment. The model explicitly integrates knowledge management with traditional models' components.