Coaching and mentoring as knowledge sharing practices: Case studies in public companies in the state of São Paulo - Brazil

Abstract

Objective: analyzing the main reasons why public companies applies coaching and mentoring as knowledge-sharing practices. Methodology: exploratory qualitative research applied to the public companies in the State of São Paulo (Brazil). Two case study were performed, with application of interview and documental analysis in two public companies in State of São Paulo (Brazil): a company of water and sewage sanitation (coaching practice) and another company of metrology (mentoring practice). Originality/relevance: The research showed that the purpose of adopting the practice of coaching or mentoring was not motivated only by Decree No. 53.963/2009 of Knowledge and Innovation Management of the Government of the State of São Paulo, as claimed by the interviewees. However, the coincidence of the project implementation dates could be, in some way, a motivating factor for the fulfillment of the guidelines contained in the referred decree. Results: The results showed that coaching and mentoring practices were applied in order to use employees' knowledge to improve the quality of their services to society. Coaching practice was embedded in programs promoted by companies, aiming to develop the human capital for the succession plan and new leadership. Mentoring practice was applied by the companies to share tacit knowledge among their employees in order to improve their services. Theoretical/Methodological Contributions: The analysis of the main results expected from the implementation of coaching and mentoring practices in the São Paulo public companies revealed the feasibility of implementing these as knowledge management practices for the institutionalization of organizational knowledge in the surveyed public companies.