Knowledge management in conducting simulation projects: a case study in consulting firms

Abstract During a simulation project, modelers and customers acquire a greater knowledge of what is being simulated. However, much of this knowledge is lost due to the lack of ways to retain it and due to the lack of discussion about the types of knowledge present in the stages of a simulation project. In this context, this paper aims to present a case study to know how the projects are conducted and to identify the types of knowledge generated during their execution. The case study was performed in simulation consulting firms. Three companies specialized in the simulation were selected: a small one, a medium one, and a large one. It was identified that the four types of knowledge, established by the Nonaka and Takeuchi are present in each step of the simulation project. These results assist modelers in documenting and managing the knowledge and help them to avoid errors.