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This case study paper outlines the approach and experiences gained in a KM project conducted between two continents on a completely remote basis - due to the pandemic in 2021. The project scope comprises the systematic initiation, design and implementation of a comprehensive knowledge management system at an innovation institute in Rio de Janeiro, Brazil. The practical business process-oriented KM (BPO-KM) methodology of the Berlin-based Competence Center Knowledge Management at Fraunhofer IPK, was used to define KM goals, to analyze strengths and gaps in knowledge handling and to set up customized KM action programs. Starting with the examination of the institute's business strategy, the overall KM goals were derived together with the institute's top management and KM core team. According to the holistic KM approach on the levels "People, Organization, Technology", an online survey ("KM Fitness Check") was conducted with over 100 respondents. The survey results were discussed in an online kick-off workshop in order to prioritize the main strategic and operational KM challenges. In online breakout sessions with different working groups, using collaborative online tools, the knowledge flows inside the institute's value adding core processes were analyzed in depth ("KM Process Profiles"). In parallel, the KM core team was supported to develop a map of the institute's crucial knowledge to serve as a common taxonomy for the research groups and administrative functions involved in the KM project, such as HR, IT and project management office. After this initial analysis phase, suitable solutions for the main KM challenges were designed and transformed into three main action programs to start the actual implementation of the institute's KM system. In a preliminary evaluation, a systemic controlling logic was defined to keep track on results, benefits and impacts of the KM actions regarding the institute's business strategy. Major learnings, discussed in this paper, include the following findings: a) accompanying change management and communication from the beginning is key to keep motivation high, b) connecting KM to other organizational functions is crucial to anchor KM in the organization, c) remote and online project collaboration bears advantages and drawbacks. [ABSTRACT FROM AUTHOR]

Experiences from Europe have shown that it is becoming more and more important to develop systematic management procedures for intangible assets for fast growing small and medium-sized enterprises (SMEs) as they are the sound basis for an increasingly knowledge-based economy. Now, intangible assets become a key success factor for sustainable growth in the rapidly emerging Brazilian economy, and especially in the fast advancing city and state of Rio de Janeiro. Thus, the major management goal becomes to keep productivity at a constant high level in a dynamic and fast growing business environment in order to secure individual profits and national welfare at the same time. This goal can only be achieved if the intangible success factors, such as employees' expertise and motivation, internal communication and management structures as well as external relations, all of which are summarized in the concept of Intellectual Capital (IC), are maintained and developed in a professional and adequate manner, meeting the specific demands of fast growing SMEs. This pent-up demand in management has been the starting signal for the first pilot-project on implementing the management tool "Intellectual Capital Statement" (ICS) in ten pioneer SMEs from Rio de Janeiro. On the basis of the experiences from the German pilot-project "Wissensbilanz - Made in Germany" as well as the European pilotproject "InCaS", a special implementation procedure for micro and small companies has been designed and tested. The so-called "ICS Factory" aims at ensuring fast practical results in the companies as well as supporting rapid prototyping and an action research approach to be used for the development of an adapted Brazilian version of the ICS. In a two-day workshop concept, with three to five SMEs each represented by two to three senior managers and key people, a complete analysis of the company's individual IC is produced. The structured self-assessment approach of the European method served as the basis to build on. First intermediate results of the first ten pilot-implementations are presented in this paper contributing to the improvement of the procedural concept and ensuring sustainable usage of the ICS in the upcoming next generation of pilot-implementations in 60 Brazilian SMEs from the oil and gas sector. Hence, this paper provides a summary of the experiences from the first ten Brazilian ICS pilot-implementations, investigating the crucial role of the "ICS Moderator" who is assigned to each SME in the concept of the ICS Factory, being supported by a clearly structured, software-based implementation procedure. Furthermore, the paper will describe and discuss the challenge of integrating the ICS in a comprehensive strategic change process, taking into account the special circumstances of small, organically grown organizations in the Brazilian business environment. In order to initiate a continuous improvement cycle in the individual company, the ICS has to be used, focusing on practical actions for maintaining and developing its intangible assets to ensure future competition capability. In that way ICS supports sustainable business development in an emerging economy. [ABSTRACT FROM AUTHOR]

In the rapidly emerging Brazilian economy, and especially in the fast moving city and state of Rio de Janeiro, intangible assets become a key success factor for sustainable growth. As experiences from Europe, and for instance from Japan, have shown, the development of systematic management procedures for these intangible assets is particularly important for fast growing small and medium-sized enterprises (SMEs) in order to function as the solid backbone for an increasingly knowledge-based economy. In this context, keeping productivity at a constant high level in a dynamic and fast growing business environment - and, thus, securing individual profits and national welfare at the same time - becomes a major management goal. This goal can only be achieved if the intangible success factors, such as employees' expertise and motivation, internal communication and management structures as well as external relations, all of which are summarized in the concept of Intellectual Capital (IC), are maintained and developed in a professional and adequate manner, meeting the specific demands of fast growing SMEs. This management challenge has been the starting point for the first pilot-project on implementing the management tool "Intellectual Capital Statement" (ICS) in ten pioneer SMEs from Rio de Janeiro. Taking into account the experiences from the German pilot-project "Wissensbilanz - Made in Germany" as well as the European pilot-project "InCaS", a special implementation procedure for micro and small companies has been designed and tested. The so-called "ICS Factory" aims at ensuring fast practical results in the companies as well as supporting rapid prototyping and an action research approach to be used for the development of an adapted Brazilian version of the ICS. In a two-day workshop concept, with three to five SMEs each represented by two to three senior managers and key people, a complete analysis of the company's individual IC is produced, based on the structured self-assessment approach of the European method. Now, the time has come to draw first conclusions and lessons learned from the first ten pilot-implementations in order to improve the procedural concept and to ensure sustainable usage of the ICS in the upcoming next generation of pilot-implementations in 60 Brazilian SMEs from the oil and gas sector. Therefore, this paper aims at summarizing the experiences from the first ten Brazilian ICS pilot-implementations, investigating the crucial role of the "ICS Moderator" who is assigned to each SME in the concept of the ICS Factory, being supported by a clearly structured, software-based implementation procedure. Furthermore, the paper will describe and discuss the challenge of integrating the ICS in a comprehensive strategic change process, taking into account the special circumstances of small, organically grown organizations in the Brazilian business environment. In order to support sustainable business development in an emerging economy, the ICS has to be used to initiate a continuous improvement cycle in the individual company, focusing on practical actions for maintaining and developing its intangible assets to ensure future competition capability. [ABSTRACT FROM AUTHOR]

Two fundamental and recently initiatives have shown that it is time to think about new ways of managing companies, particularly in emerging economies. The paper, "Intellectual Capital Statements in Brazilian SME" (Fernández, et al., 2012), points out that, in the rapidly emerging Brazilian economy, intangible assets become a key success factor for sustainable growth. As experiences in the fast moving city and state of Rio de Janeiro have shown, the development of systematic management procedures for these intangible assets is especially valuable for fast growing small and medium-sized enterprises (SMEs) in order to serve as the solid backbone for an increasingly knowledge-based economy. In this context, it becomes an essential management goal to keep productivity at a constant high level, in a dynamic and fast growing business environment, and thus, at the same time, securing individual profits and national welfare. This management challenge has been the starting point for the first pilot-project on implementing the management tool "Intellectual Capital Statement", ICS, in ten pioneer SMEs from Rio de Janeiro. The second initiative described in the paper "Current State of Competitive Intelligence in Brazil" (Sequeira, et al., 2012) highlights that Brazil has been evolving into a knowledge society dealing with political changes, globalization, new technologies, and new global competitors, such as China. The need to enhance companies' and, by extension, countries' competitiveness has grown rapidly. The Brazilian government and companies have realized that competing in a global economy requires a strong vision of what exists outside the country. As a result, Competitive Intelligence is becoming more accepted as a fundamental business function. The paper concludes that organisations in Brazil should seek to engage proactively with the global environment by revising their strategic priorities. It is, therefore, evident that organisations and particularly government policies need to redress some critical competitiveness issues, most notably the establishment of the Competitive Intelligence System as a strategic tool. Without such tool, organisations and the country will find it difficult to position themselves in the global marketplace. Taking into account the main conclusions of the two initiatives described above, and the unique circumstances of organically grown organizations in the Brazilian business environment, this paper discusses the challenge of integrating the ICS into a comprehensive strategic change process. In order to promote sustainable business development in an emerging economy, the ICS has to be used to establish a continuous improvement cycle in the individual company, focusing on practical actions for maintaining and developing its intangible assets to ensure future competition capability. And, in parallel, there is the need for a National Innovator Monitor as a Competitive Intelligence System in order to fulfill the requirements of, at least, four main stakeholders' perspectives: Companies (benchmarking), Policies (innovator monitor), Research (research agenda), and Financial Market (risk assessment). [ABSTRACT FROM AUTHOR]

Transparency and effectiveness are emphasized as two positive consequences of the use of information and communication technologies (ICT) in the Courts. Indeed, ICT expanded the possibilities of access to information and judicial decisions, as well as its use especially in acts of distrainment, have given greater transparency and effectiveness to the judicial acts. In Brazil, federal, state and labor courts have web sites where judicial information is disclosed and their decisions are published. Moreover, they have agreements with the Federal Revenue Secretariat, the Central Bank and the National Register of Automobiles that allow them to implement all acts of distrainment. However, not all Courts are at the same stage as to the use of ICT because, on one hand, their web pages do not have all the features available and, on the other hand, their users are unable to explore the full potential offered by the new technologies. Delivering a diagnosis of the existing offer in the Courts' web sites and of the use of their agreements with other public services is the first task that is being proposed here. This paper intends to examine how such things are changing the judicial function and, in particular, the figure of the judge, in addition to contributing to a new insertion of the Judiciary in the society. [ABSTRACT FROM AUTHOR]

The present paper aims to identify the process of social innovation of the Brazilian wine chain based on the analysis of information from literature review, previous studies and conducted interviews. The changes in the business environment, coupled with the restructuring of the productive processes of the industrial division between mass production and the new economy, have reshaped the set of competitive requirements, stimulating collective strategies. The impact of these strategies restructurings has reconsidered the advantages of single organizations and the advantages of hybrid collaboration arrangements. One of the ways to synchronize training and stay on the market is though the cooperation among organizations, which can help overcome needs that alone would be difficult to meet. These changes are driven by changes in the dynamics and demands of the external environment of organizations: competition, co-operation, co-creation, cocreation. As a consequence one obtains the exchange of information and knowledge between individuals, organisations and regions. The result of this synergy accelerates economic growth, especially in developing countries, which increases the number of competitors, extrapolating the local demographic region, and becoming international. Therefore, the present work seeks to deepen the analysis of the work involving the theme of social innovation, its actors and processes in the Brazilian wine chain, characterizing itself as exploratory and descriptive. The data surveyed in the southern region of Brazil, as well as the semi-structured interviews, occurred with actors linked to the main and auxiliary chain. After analyzing the data, the main results were: the wine chain carries out social innovations focused on the well-being of the stakeholders, as well as the sustainability of the sector. The data collected presuppose that the planning of the sector becomes sustainability with responsibility as long as the actors of the links of the chain have a strong connection. [ABSTRACT FROM AUTHOR]

Governments all over the planet have acted to publish their information and services in an online environment. While the world observes a rapid advancement in e-government, the Brazilian reality is different: low percentage of transactional services and low adherence of its population to e-gov. Despite being among the ten largest economies in the world, Brazil is ranked 57th in the e-government development survey conducted biannually by the UN. This paper aims to unveil the elements that prevent the development of the Brazilian electronic government by analyzing the three dimensions proposed by UN in the conceptual framework of the E-Government Development Index (EGDI). The research showed that the primary challenge to e-government in Brazil is related to human education factors: adult literacy; combined primary, secondary and tertiary gross enrollment ratio; expected years of schooling; and average years of schooling. The second main barrier to Brazilian e-government is the technological development index, as despite recent improvements, Brazilian statistics are still lagging behind those of developed countries. Although the Inherent Human Capital Index (HCI) and the Telecommunication Infrastructure Index (TII) are primarily responsible for the current Brazilian ranking, the historical analysis showed that the trend line of these indexes shows stability over the past eleven years. Unlike what is happening with the HCI and TII indexes, the outcomes presented a worsening in the trend line of Brazilian electronic government services' maturity. These results can assist the Brazilian government to identify strengths and weaknesses in its e-government strategy, serving as a guide for public policies specifically targeted to address the main problems related to e-government and implement actions that would allow e-gov services to reach transactional and connected levels, as well as the implementation of a national identity management strategy. [ABSTRACT FROM AUTHOR]

The goal of this paper is to analyze the strategic direction of the Brazilian e-Government Program from 2008 to 2014 associated with the Brazilian ranking on the United Nations e-Government Survey. Federal government strategic plans from 2008 to 2014 were analyzed based on three categories: e-services, e-administration (interoperability and integration, standardization and structuring systems) and e-democracy (open data, transparency and e-participation). Semi-structured interviews were conducted with fifteen government executives responsible for the planning and coordination of public policies. The research demonstrates that the Brazilian e-Government Program acquired a more important role in the Brazilian political arena after the protests of June 2013. The "Gabinete Digital" ("Digital Office") was created and reported directly to the Presidency of the Republic. It has successfully launched many e-government initiatives that were being developed but were not considered as a priority. Another research finding was the emphasis on increasing the supply of e-services. This was explicitly observed in government strategic planning starting in 2011. As a result of those strategies, Brazil moved up 33 positions on the online index of the UN Survey from 2010 to 2012. The last presidential term was more focused on promoting interaction between government and society - through an increase of transparency, the use of open data by the states and municipalities, and providing access to public information. As a result, Brazil rose seven positions on the eparticipation index between 2012 and 2014. Despite numerous initiatives, Brazil's e-government index ranking in the UN Survey is advancing very slowly and still didn't reach the 45th global position it had in 2008, mainly because of low scores on the telecommunication infrastructure and the human capital indexes. [ABSTRACT FROM AUTHOR]

In a recent paper, Sequeira et al. (2013) points out that it is time to think about new ways of managing companies, particularly in emerging economies. Intangible assets become a key success factor for sustainable growth especially in the emerging countries. As experiences in the fast moving city and state of Rio de Janeiro have shown, the development of systematic management procedures for these intangible assets is extremely useful for fast growing small and medium-sized enterprises (SMEs) in order to serve as a solid backbone for an increasingly knowledge-based economy. Brazil has been evolving into a knowledge society dealing with political changes, globalization, new technologies, and new global competitors, such as China and India. A quick Google search on the issues innovating management and managing innovation shows the predominance of the second one, with 95% of interest. Even so, this paper intends to demonstrate, based on a case study, that Innovating Management is extremely relevant for companies and, particularly, for those emerging countries that wish to become competitive in a global economy. Furthermore, the paper discusses the challenge of integrating a method of Intellectual Capital into a comprehensive strategic change process. In order to promote sustainable business development in an emerging economy, the method, named Intellectual Capital Statement Brazil (ICSBR), has to be used to establish a continuous improvement cycle in the individual company, focusing on practical actions for maintaining and developing its intangible assets to ensure future competitive capability. The need to enhance companies' and, by extension, countries' competitiveness has grown rapidly. As a consequence, organisations and, particularly, government policies need to redress some critical competitiveness issues. In this sense, the paper demonstrates that the establishment of the National Monitor of Innovation, as a strategic tool, can fulfill the requirements of main stakeholders' perspectives. Without such tool, organisations and the country will find it difficult to position themselves within the global marketplace. [ABSTRACT FROM AUTHOR]

Companies working in the field of information technology are considered knowledge intensive. Knowledge sharing is one of the most important processes in knowledge management and is related, for example, to increased innovation. Hence, the main aim of this research is to investigate whether country and team tenure are moderators in the relationship between knowledge sharing, absorptive capacity and innovation in information technology companies. For this purpose, this research adopted survey method in which data were collected using a questionnaire sent by e-mail with a link to the instrument. The 121 responses were divided into three groups: 43 respondents - Brazilian companies operating in Brazil; 41 respondents - Portuguese companies operating in Brazil; and 37 respondents - Portuguese companies operating in Portugal. The countries were selected because they share the same language, and because one is a member of the BRICS group of countries (Brazil, Russia, India, China and South Africa). The data were analysed using Descriptive measures, Exploratory Factor Analysis and Partial Least Squares structural equation modelling. This study confirms the relationship between knowledge sharing and innovation with partial mediation by absorptive capacity and the role of moderators in this relationship. The country of origin of the company was not confirmed as a moderator in the relationship between knowledge sharing, absorptive capacity and innovation, whether the company is located in its home country or not. However, the two countries analysed here are classified as collectivist. Team tenure was identified as a moderator in the relationship (knowledge sharing, absorptive capacity and innovation), in this case, teams with members with up to 12 months on the same team display greater relational intensity. This may occur because when working together for longer, the group's knowledge may become homogeneous, leading to reduced sharing. The results of this paper will be of use to both corporate managers and scholars. [ABSTRACT FROM AUTHOR]

The emergence, and rise, in recent years of multinational companies (MNCs), from emerging economies such as Brazil, India and China in developed country markets especially in the US and Western Europe, is well documented in the business and popular press as their numbers in the Fortune Global 500 list have increased over time. While their globalization has been documented, and the challenges of companies seeking to expand into emerging markets have also been discussed in detail, the unique execution challenges these Emerging Economy MNCs (EE-MNCs) have had to overcome in their journey of globalization have received less attention. Our paper is a small exploratory step in this direction. Our focus in this paper is to develop a conceptual framework for organizing the unique features of the strategy execution challenges faced by companies as they look to expand. EE-MNCs face certain unique challenges in execution as compared to MNCs from developed countries. In the first place, EE-MNCs typically trail global competitors in intellectual capital, reputational capital, human capital and social capital and, sometimes, in financial capital. Two, because of these deficits, EE-MNCs suffer from competitive disadvantages in key areas such as technology and products, brands, distribution access, and knowledge of global markets relative to their rivals from developed countries even as they try to compete globally. EE-MNCs, thus, have to simultaneously compensate for their deficiencies in several parts of their value chain even as they try to manage within substantial resource constraints. It is this imperative to walk a tight rope between the need to expend resources to expand capabilities and the need to stay within resource constraints that leads to the complex execution challenges faced by EE-MNCs. In this exploratory effort, we use an inductive methodology to build a grounded theory of the execution challenges faced by EE-MNCs. Based on case studies (published and unpublished, based on both primary and secondary data sources) and interviews and conversations with key managers on the process of globalization followed by EE-MNCs from Brazil, India and China, we identified the major execution challenges they faced, focusing especially on how these challenges were different from the challenges that all companies face when they globalize. We identify the primary execution challenges faced by the EE-MNCs along the following dimensions: 1) Distributing and then integrating selective value activities across the company's global value chain; 2) Developing new capabilities and resources in new markets; 3) Realigning resource deployment priorities; 4) Differentiating and integrating selectively management across borders; 5) Creating a coherent "single-firm" governance model; 6) Overcoming internal and external biases. How well they cope with these challenges is the key to how successful EE-MNCs are in their quest for globalization. We provide specific examples from the globalization efforts of many EE-MNCs as we develop and discuss the framework. [ABSTRACT FROM AUTHOR]

Knowledge sharing is considered the most important process in knowledge management. The sharing of interorganizational knowledge in the context of Science and Technology Parks (STPs) has been scarcely explored in the literature. STPs stand out as environments in which the installed companies can access resources from an associated university, thus facilitating innovation. In such contexts knowledge sharing can be favored not only due to geographical proximity, but also by the actions adopted by the management of the STP. This article aims to analyze the benefits expected by managers of companies located in STPs when sharing knowledge with other companies in the STP. The method adopted was exploratory, and 16 company managers, and 2 STP managers in Brazil and 16 companies and 2 STP managers in Spain were interviewed. The obtained data were subjected to content analysis. The results show company managers in Brazil expect reciprocity and new business opportunities, while company managers in Spain hope to solve specific problems. This difference between countries can be explained in cultural terms, according to Hofstede's (2018) dimensions. The company managers' expectations are in line with those of the STP managers in each country. The research results will be of use to park managers by: a) showing the expectations of company managers and thus enabling STPs to help meet those expectations; b) identifying differences between the expectations of company managers in both countries, and problems that may arise when setting up companies from other countries in STPs. The research will help allow company managers to identify the benefits expected by other managers with whom they may share knowledge, because the existence of different expectations can lead to problems. In academic terms, this research contributes by analyzing the benefits expected from interorganizational knowledge sharing in the context of companies in STPs, as well as showing the differences between two countries (Brazil and Spain). [ABSTRACT FROM AUTHOR]

The goal of this paper is to analyze the strategic direction of the Brazilian e-Government Program from 2008 to 2014 associated with the Brazilian ranking on the United Nations e-Government Survey. Federal government strategic plans from 2008 to 2014 were analyzed based on three categories: e-services, eadministration (interoperability and integration, standardization and structuring systems) and e-democracy (open data, transparency and e-participation). Semistructured interviews were conducted with fifteen government executives responsible for the planning and coordination of public policies. The research demonstrates that the Brazilian e-Government Program acquired a more important role in the Brazilian political arena after the protests of June 2013. The "Gabinete Digital" ("Digital Office") was created and reported directly to the Presidency of the Republic. It has successfully launched many e-government initiatives that were being developed but were not considered as a priority. Another research finding was the emphasis on increasing the supply of e-services. This was explicitly observed in government strategic planning starting in 2011. As a result of those strategies, Brazil moved up 33 positions on the online index of the UN Survey from 2010 to 2012. The last presidential term was more focused on promoting interaction between government and society - through an increase of transparency, the use of open data by the states and municipalities, and providing access to public information. As a result, Brazil rose seven positions on the eparticipation index between 2012 and 2014. Despite numerous initiatives, Brazil's e-government index ranking in the UN Survey is advancing very slowly and still didn't reach the 45th global position it had in 2008, mainly because of low scores on the telecommunication infrastructure and the human capital indexes. [ABSTRACT FROM AUTHOR]

Governments all over the planet have acted to publish their information and services in an online environment. While the world observes a rapid advancement in e-government, the Brazilian reality is different: low percentage of transactional services and low adherence of its population to e-gov. Despite being among the ten largest economies in the world, Brazil is ranked 57th in the egovernment development survey conducted biannually by the UN. This paper aims to unveil the elements that prevent the development of the Brazilian electronic government by analyzing the three dimensions proposed by UN in the conceptual framework of the E-Government Development Index (EGDI). The research showed that the primary challenge to e-government in Brazil is related to human education factors: adult literacy; combined primary, secondary and tertiary gross enrollment ratio; expected years of schooling; and average years of schooling. The second main barrier to Brazilian e-government is the technological development index, as despite recent improvements, Brazilian statistics are still lagging behind those of developed countries. Although the Inherent Human Capital Index (HCI) and the Telecommunication Infrastructure Index (TII) are primarily responsible for the current Brazilian ranking, the historical analysis showed that the trend line of these indexes shows stability over the past eleven years. Unlike what is happening with the HCI and TII indexes, the outcomes presented a worsening in the trend line of Brazilian electronic government services' maturity. These results can assist the Brazilian government to identify strengths and weaknesses in its egovernment strategy, serving as a guide for public policies specifically targeted to address the main problems related to e-government and implement actions that would allow e-gov services to reach transactional and connected levels, as well as the implementation of a national identity management strategy. [ABSTRACT FROM AUTHOR]

Micro, small and medium enterprises (SMEs) are important to the economy of any country and knowledge is an important intangible asset for such companies in attempting to achieve a sustainable competitive advantage. Maturity models can be used to assess a situation in relation to the possibility of achieving certain objectives, as well as identifying necessary improvements. Hence, the main objective of this study is to assess the maturity of knowledge management in a group of Brazilian SMEs. Hence, data were collected from 232 Brazilian SMEs operating in different business sectors, namely industry, trade and service. The companies have a maximum of ninety nine employees and a maximum annual turnover of 36,000,000.00 Reais (Brazilian currency). The maturity model used has five levels. The analysed constructs were classified into four key factors: internal context, process, content and external environment. The analysed group of companies was rated (on average): at level 2 regarding the constructs information technology, explicit knowledge, partners, knowledge creation and knowledge storage, at level 3 regarding the constructs tacit knowledge, customers, suppliers and knowledge sharing and, at level 4 regarding the construct top management support. The items comprising each construct were analysed in order to indicate the actions required to reach the next level. The results obtained by applying the knowledge management maturity model in a group of companies can be used by individual companies as well as contribute towards the development by organizations of collective actions designed to improve knowledge management in companies of this size. This study contributes at both the business and academic spheres. Business managers can use the instrument to assess their companies and make comparisons with other companies. In academic terms, the study contributes towards the discussion on knowledge management in SMEs, given that they are more dependent on external knowledge than are large companies. [ABSTRACT FROM AUTHOR]

The attainment of sustainable competitive advantage is one of the reasons for the adoption of Knowledge Management (KM) in the organizations. Knowledge management implementation is a challenge for the organizations, because it involves the technology adoption, change in the processes and in some cases change in the organizational culture. Several frameworks with intention to guide the adoption of KM are identified in literature, which considers, for example, the attributes for the implementation success or a road map about the procedures to be carried through. However, many of them do not approach the KM as an evolving process, which demands attention to different aspects depending on the characteristics of the organization. The frameworks considered by this research are those which approach KM implementation in stages. In such a way, the goal of this research is to analyze the elements considered in the stage models for KM implementation, comparatively to the reality of two organizations of the information technology sector in Brazil. The research question is: How do the elements considered in the stages models for KM implementation occur comparatively to the reality of two organizations of the information technology sector in Brazil? To answer this question, the research method used is qualitative. The research strategy is the exploratory case study in two organizations in Brazil, both of the Information Technology sector. The data were collected mainly by semi-structured interviews. The main obtained results are: the analyzed organizations are in different stages of KM implementation, this result corroborates with the frameworks that deal with KM implementation as an evolving process; the experience of the analyzed organizations is in accordance to with the stages objectives considered for Lee and Kim (2001) and Lin (2007); when analyzing the elements contemplated in each framework stage, we verify that they do not reflect the experience of the two analyzed organizations; it is necessary to deeply discuss the elements to be contemplated in each stage of the KM implementation, specially the order in which they must be approached in the organization. The results of this research can be useful to academics and practitioners, because it deepens the discussion about frameworks for KM implementation in stages, and also they show the case of two organizations of the information technology sector in Brazil. [ABSTRACT FROM AUTHOR]