| dc.description.abstract | The service economy is a reality that is increasingly present in various world markets. This evidence can be perceived both by labor employed by the sector, and the participation of the same results in the economies of some countries. From these facts the management of service operations becomes relevant in the current context and there is still much room for scholarly research. This fact explained by the difficulty of the definition of services, lack of defined processes and the effect of the variability in performance. One area that has been gaining attention among researchers is knowledge management. Within this area there are service companies that work intensively with the knowledge, they are called KIBS (Knowledge Intensive Business Services). The KIBS play a key role in learning and innovation in a knowledge-based economy, and the IT sector (Information Technology) is the most promising. The IT industry in Rio Grande do Sul is increasing annually and more than 70% of companies in the sector are developing custom software. In this scenario - Operations Management Services, Knowledge Management and IT KIBS - the present work aimed to develop a management operation services for KIBS IT custom software development. The research involved the following steps: (i) Step 01, holding literature and direct observation, (ii) Step 02, model development, (iii) Step 03, assessment specialist, (iv) Step 04, adjustments in the model ( v) Stage 05, deployment method, (vi) Step 06, application of the model, (vii) Step 07, analysis of results, and (viii) Step 08, the project completion. The main results from the completion of the research objectives were to structure the operational management of the company where the model was applied, the results for this company structuring, and identification of items of the model where the results were better and where you need to adjust or give more time to apply the model. The results are evaluated in the context of the company in which the model was applied. | en |
