A CRITICAL ANALYSIS OF THE COMMONKADS ORGANIZATION MODEL
Abstract
For knowledge-intensive organizations (ICOs), the main competitive factor lies in organizational knowledge. Often, this type of organization operates in complex environments in which it deals with situations, projects and challenges that present a lot of uncertainty and low prior determination. Knowledge Development (SdC) projects, when properly conducted, in addition to the knowledge itself, should consider several social aspects, for example, the organizational culture and other behavioral factors that impact on the outcome of the project. In this sense, the CommonKADS methodology is consecrated and takes into account aspects that start from the context of the organization (organizational model), pass through the knowledge model among others and reach the project of the system in question. This paper specifically analyzes the CommonKADS organizational model from the perspective of knowledge and complexity in the face of the uncertainty reality of many ICOs. In this analysis, reflections are presented on the impact that the deterministic organizational context has on the development of SdC through CommonKADS. Thus, opportunities for improvement of the methodology are identified, making it more consistent with a contemporary perception of ICOs and more adapted to organizations whose processes are developed in a context of great uncertainty.
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