Organizations are in continuous movement and growth, this is how knowledge appears as a strategic tool, this is a privileged weapon to improve performance and optimize information.
To achieve this, new technologies and computing tools are needed, which lead to effectively managing the knowledge of organizations. It is not enough that ideas about production trends and strategies are clear.
The question is: How to manage the knowledge of the company? How to streamline the information management processes? The data stored in a brain hide a strategic hidden value that we cannot and should not do without. There are advanced tools such as "Data Mining", which allow you to discover the profile of customers and know the hidden relationships between them and their purchasing preferences.
Other techniques such as Data Mart or Document Management systems are some of the technological tools to facilitate Knowledge Management, and thus be able to have a system that streamlines and improves strategic decision-making.
Knowledge management must be a constant process if a company wants to grow and stay in the market.
DEVELOPING
DEFINITIONS
Knowledge: Faculty of the human being to understand by reason the nature, qualities and relationships of things. (ABC, 2016)
Knowledge management is the process by which an organization facilitates the transmission of information and skills to its employees, in a systematic and efficient way. (FROST, 2014)
Knowledge Management is the planned and continuous management of processes and activities to enhance knowledge and increase competitiveness through the best use and creation of individual and collective knowledge resources.
HISTORY
The Classical forerunners of the Theory of Knowledge go back to Pythagoras (480-411 Ac) who affirmed that: “Man is the measure of all things, of what they are as they are and of what they are not in since they are not ”.
To Plato (428-347 Ac), who affirmed: "the existence of a world of ideas, invariable and invisible, on which it is possible to acquire accurate knowledge."
But it is until Aristotle (384-322 Ac), that knowledge is seen as: "an acquisition via direct, through abstraction, or indirectly deducing new data from those already known, through the rules of logic." These rules were systematically exposed by him, for the first time, as an aid to overcome the theoretical pitfalls of the sophists.
Among the medieval founders we can mention philosophers such as Valentine Fromm (1601-1675) with his work "Gnosteología", from 1631, to J. Micraelius (1597-1658) with "Lexicon philosophicum terminorum pilosophis usitatorum", from 1653 and to Geor Gutke (1589-1634) with “Habitus primorum principiorum seu intelligentiae”, from 1666.
As you can see, knowledge, as a formal theory, starts from the medieval studies of «Gnosteology» as one of the disciplines in which Metaphysics was divided. For some time, the tendency was to use the word "epistemology", which was used for the first time in the 17th century, in preference to "epistemology", then, for scholastic tendencies, epistemology was used in the general sense of "theory of knowledge ”and“ epistemology ”as the discipline that studies the foundations of truth that make knowledge objective, with which the existence and the principle of scientific knowledge are founded, differentiating it from“ knowing ”, as something that is known without being certain of its veracity.
It is important to note that these ways of using the terms "epistemology" and "epistemology" to refer to different branches of the study of knowledge have been more frequent in Spanish, Italian, German and French than in English, so in the latter Language The terms "epistemology" and "epistemology" are used interchangeably. (7G, 2016)
Currently, the study of knowledge has departed from the “straight” line of epistemological research, especially in studies with the focus and from said vision, Davenport and Prusak, point out that knowledge occurs in and between human beings, since although a computer can capture and transform data into information, only the human being can convert this data and that information into knowledge.
As you can guess, knowledge is an essential part of the human being and although it has not been rigorously defined, research on the role it plays within organizations and economies has a wide repertoire of consequences in management theory and more broadly in economic theory.
LEVELS OF KNOWLEDGE.
The human being can capture an object on three different levels, sensitive, conceptual and holistic.
Sensitive knowledge consists of capturing an object through the senses; such is the case of images captured by sight. Thanks to it, images of things, with color, shape and dimensions, can be stored in the mind. The eyes and ears are the main senses used by humans. Animals have powerfully developed smell and touch.
Conceptual knowledge consists of invisible, immaterial, but universal and essential representations. The main difference between the sensible and the conceptual level resides in the singularity and universality that characterizes, respectively, these two types of knowledge. Sensitive knowledge is singular and conceptual universal.
Holistic knowledge, at this level there are no universal colors, dimensions or structures, as is the case with conceptual knowledge. Intuiting an object means capturing it within a broad context, as an element of a totality, without clearly defined structures or limits. The main difference between holistic and conceptual knowledge lies in the structures. The former lacks structures, or at least tends to dispense with them.
An example of holistic or intuitive knowledge is the case of a discovery in the field of science. When a scientist glimpses an explanatory hypothesis of the phenomena he studies, we can say that this moment has a holistic knowledge, that is, he captures the object studied in a broad context where he relates to other objects and explains the phenomenon, its relationships, its changes and its characteristics. The scientist's later work, once he has glimpsed a hypothesis, consists of translating the vision he has captured in holistic knowledge into structured terms (concepts), thanks to a moment of inspiration. (MAVAREZ, 2014)
THE COMPONENTS OF KNOWLEDGE MANAGEMENT: SKILLS AND INFORMATION
People are at the center of knowledge management. But what is important to this tool is your skills and your information. These two components are basic when considering the Knowledge Management process in an organization.
- The information can be collected, processed and stored by the company's information systems, facilitating the creation of a control panel for the environment and a comprehensive control panel for management. If these systems are well designed, we will obtain periodic and systematic information on what is happening both inside and outside the organization and we will be able to make decisions quickly . Skills are more difficult to transmit, since it implies acquiring new knowledge for the recipient, which it takes more time.
It is often easier to transmit and retain information than to acquire a skill such as; learning to drive, since it requires hours of practice. The skills are associated with the Training Plans and it is a very important effort to identify those people who have the most valuable skills inside and outside the organization so that they share their knowledge. That is why they are often subcontracted outside the company. (ARCHANCO, 2011)
IN SEARCH OF KNOWLEDGE MANAGEMENT
Talking about where knowledge and its management fundamentally resides in organizations, is undoubtedly a matter of debate, the positions that can emerge from this are varied, let's see the position of some organizations.
Learning: For some organizations, Knowledge Management has to do with the creation of new knowledge from the previous one, through a continuous organizational learning process through the training and development of its members.
Information / Knowledge: Others approach it from the point of view of converting information to valid and necessary knowledge. Knowledge that, through its administration, must be optimized and made available to people immediately at the right time.
Know how, know who and know what / organizational memory / experience: Some people focus on experience to work on learned wisdom, on taking advantage of know-how to propose improvement plans, on identifying who knows how to do what through of a knowledge map (what is known and what is not), relying on a repository of knowledge and learning from mistakes that allows to concentrate the sources of information and the skills of the company.
Technology: We also find the technological approach that speaks to us of knowledge documented in computer format, as a facilitating element for the sharing and transmission of information and knowledge.
Process / procedures / methodology / management system: In the same way, the information and knowledge management approach appears, through the implementation and structuring of a cyclical process in which implicit knowledge becomes explicit, and the individual in a group, through the acquisition, documentation, cataloging, search and extraction of the same. In addition, the establishment of a series of formalized procedures that should cover the entire value chain of the organization is “suggested”, configuring itself as a global management system that allows to quickly identify the needs for the optimization of available resources.
Results / measurement: One aspect of interest when defining the meaning of Knowledge Management has to do with the expected results of its implementation, as well as the possibilities of measuring these results. In essence, the "utility" that some organizations see in Knowledge Management has to do with the possibility of detecting growth and development opportunities, through the implementation of more efficient work systems that allow for increased productivity. and cost reduction.
People: There are many organizations that focus on the human aspect when it comes to imagining Knowledge Management. Issues such as managing people's talent, in order to generate a commitment that motivates them to share, thanks to an organizational culture that works on the skills and attitudes of employees, are of the greatest interest to a good number of leaders of organizations., even if they are not very big. Generating a philosophy of teamwork in order to optimize the capabilities of employees by promoting the growth and development of both the organization and its members, is a way to reduce unwanted turnover, the source, without a doubt, of great organizational knowledge leak.
Strategy: Finally, Knowledge Management is also considered as a tool that allows the integration of the organization as a whole, continually and dynamically rethinking the redefinition of the organization's mission, from a holistic point of view. When evaluating the relevance and usefulness of each of these characteristics to establish a system that manages organizational knowledge, the organizations analyzed, in the first place, consider it essential that the information contained in the system is continuously updated. The perception of at least 70% of the organizations analyzed is that Knowledge Management cannot be attributed to a specific area, since the capture, storage,distribution and use of knowledge is the heritage of all the areas involved in the development of the organization. (ONGALLO, 2005)
WHY KNOWLEDGE MANAGEMENT IS IMPORTANT
Knowledge management involves much more than the approaches described above, it is beyond a mere computer system or training plan.
It is essential to foster an innovative and efficient business structure. If knowledge flows and is transmitted correctly in the organization, it can only grow.
Skills and useful information are transmitted quickly to employees and in this way increases the possibility of generating new knowledge that leads to new applications, improvements to processes or products and new ways of doing business to achieve new opportunities.
Knowledge is the only asset that grows over time and does not wear out, but can disappear with people, if it is not shared. There are cases in which an employee leaves an organization when he does not find personal growth, so it is vital to manage it, both in large organizations and small organizations. This explained, knowledge management should therefore be accompanied by the management of human capital or human resources. (FUNDIBEQ, 2016).
PILLARS OF KNOWLEDGE MANAGEMENT
As part of the answer to the question asked, it is important to start by naming the pillars that support knowledge management, each of them is important to support a good strategy that is going to be implemented in an organization.
As represented in the graph, definitely if any of the pillars fails, the knowledge management strategy would be lame, therefore, knowledge management is made up of the following elements. (RODRIGUEZ, 2012)
KNOWLEDGE MANAGEMENT METHODOLOGY
The procedure for the implementation of knowledge management, according to (NEGROPONTE, 2008), is as follows:
- Define the business in terms of knowledge Clarify how the company's intellectual capital is composed Identify those employees who produce the knowledge that give the company a competitive advantage Convert the knowledge generated by top-performing employees into information: classify, distribute and make it accessible. Identify the competencies that enable top-performing employees to use information wisely. Drive a cultural shift for talents to share their knowledge.
Define the business in terms of knowledge
Implementing a knowledge management process implies that a company has identified the Intellectual Capital it owns and has incorporated it into its competition
This means that senior management has realized that its competitive advantage is shaped not only by the usual variables related to product quality, service quality and customer satisfaction, but has also redefined its strategy in terms of the added value that the company contributes to its market environment.
In terms of knowledge management, this added value is given by the specificity of the market need that the company satisfies, and it is that knowledge about need-satisfaction that represents the knowledge of a company, its know-how or know-how with that need, which distinguishes it from competing companies.
It is not even possible to think of a knowledge-based organizational structure without first having a knowledge-based business.
The reason an organization exists is to fulfill its fundamental purpose: a clinic exists to cure the sick, a school exists to educate people, a company exists to satisfy a market need, whether for products or services.
Organization is never an end, but a means to reach it. The organization must follow and never precede the business, therefore it is not possible for a knowledge-based organization to exist if there was not a knowledge-based business before.
Any manager who tries to build a knowledge-based organization before focusing on building a knowledge-based business is putting the cart in front of the horse. Implementing a knowledge management process without taking this into account will only contribute to bureaucratize the structure by creating processes and positions that will not add any value to the business.
The task of defining a knowledge-based business is to identify the business in terms of what the company "knows" —that is, the way it uses information to act. The company may know about its customers, a product or a certain technology. The challenge of identifying this knowledge is to go beyond what is tangible and define the business in terms of its essence. For example, if you are the owner of a fast-food chain, you can probably make more money by “selling” your knowledge about how a fast-food works than by selling food. Any competitive strategy must be based on what the company knows and not on the quality of its products and services, since these tend, sooner or later, to become raw materials.
Clarify how the company's intellectual capital is composed
Knowledge Management is the set of processes and systems that allow the Intellectual Capital of an organization to increase significantly by managing all the intangible assets that add value to the organization.
Intellectual Capital is the sum of all the knowledge of all the employees of a company that give it a competitive advantage. Therefore, managers need to identify those who produce this capital within their company, motivate them to share it, and then manage it.
Intellectual Capital defines the set of non-material contributions that in the information age are understood as the main asset of companies in the third millennium. To understand let's take an example; When you want to sell a business, for example, a warehouse, you first carry out an inventory of assets that considers the value of the premises, facilities and merchandise, thereby reaching a certain value.
However, it quickly dawns on you that this value is not real: you have worked hard for years serving your customers well, opening very early, and serving them even late at night. He also knows his customers by name and has delivered merchandise on account more than once. Your store has a fixed clientele that prefers to pay for merchandise a little more expensive than in the supermarket in exchange for that personalized attention that you provide.
Then, when you put a price on your warehouse, you will think that all this, although intangible and difficult to quantify, has a value, so that when you publish your notice, the price will be very different from what your tangible assets objectively represent.
Intellectual capital refers to the combination of intangible assets that enable the company to function: it is knowledge, information, intellectual property and experience, which can be used to create value. It is the set of intangible assets that, despite not being reflected in the traditional financial statements, generates value or has the potential to generate it in the future. The knowledge of the key people of the company, the satisfaction of the employees, the know-how of the company, the satisfaction of the clients, etc., are assets that explain a good part of the valuation that the market gives to an organization and However, they are not included in the book value of the same. Intellectual Capital is made up of:
- Human CapitalStructural CapitalRelational Capital
The human capital refers to the explicit or implicit, useful knowledge for the company, which have people working on it, and its ability to regenerate, ie their ability to learn.
Human Capital is the basis for the generation of the other two types of Intellectual Capital. An easy way to distinguish Human Capital is that the company does not own it, cannot buy it, only contract it for a period of time.
The structural capital is the knowledge that the organization gets formalized, explicit and systematize, and that at first may be latent in people and equipment company. This includes all the structured knowledge on which the internal effectiveness and efficiency of the company depends: information and communication systems, available technology, work processes, patents, management systems. Structural Capital is owned by the company, it remains in the organization when people leave it. A solid Structural Capital facilitates an improvement in the flow of knowledge and implies an improvement in the effectiveness of the organization.
The relational capital refers to the value of a company for the whole of relations with the outside. The quality and sustainability of a company's customer base and its potential to generate new customers in the future are key questions for its success, as is the knowledge that can be obtained from the relationship with other agents in the environment (alliances, suppliers, etc.).
Identify those employees who produce the knowledge that give the company a competitive advantage
Intellectual Capital generators are known as "talents". Talents are those people who produce outstanding results, those who differ from the rest of the people who occupy the same role within an organization. When it comes to identifying them, companies often make a common mistake: considering that talents are the ones who generate the great ideas that become renowned or those who for one reason or another manage to have good press in the market. However, talent does not necessarily gain visibility outside the company. Often, perhaps most of the time, talent is distributed throughout the entire organizational structure in the different positions that comprise it.
When managers of successful companies are asked how they manage to stay in this hypercompetitive market, obtaining good business results, they usually answer that they have a flexible organization, shared vision, teamwork, and great capacity for innovation. However, if any of those managers had to answer where those things are, they would say: they are in my capacity to transmit people a vision, in the Operational Manager who knows how to interpret my ideas and put them into practice, in the Head of Human Resources who knows how we should motivate and reward people, etc.
The people on whom the success of a company is based are those capable of doing, with the same information available to everyone, something different: talents.
This capacity for innovation is usually related to certain cliché roles such as leadership, strategic planning and product development. However, a company that only has talents in these areas will not necessarily be successful. If so, we would only need to recruit talents for those roles and success would be guaranteed. In reality, successful companies have talented employees spread across all roles, from senior management to plant operators to help desks. Identifying these people, understanding what they do and how they do it, generates certain information about the Intellectual Capital of the company that can be managed.
In practice, knowledge management is such a tool that if out of a sales force made up of twenty salesmen, three make sales above the targets, management must ensure that these three “transfer” their knowledge to the rest of their peers., so that superior performance tends to standardize.
Since it is the talents who produce the results the company wants, the way they do their jobs is called best practices.
While identifying talents is a relatively simple job, since it is about building management indicators that allow the company to identify who produces the best results in terms such as number of sales, process improvement, customer satisfaction, teamwork, etc., defining best practices involves a more rigorous and complex process.
Best practices are made of those behaviors that talents exhibit in the exercise of their work, particularly the behaviors that they exhibit when they have to face the critical situations that allow them to achieve their goals, or what is the same, to fulfill the mission of your post.
Let us suppose a Project Manager for whom the mission of his position has been defined as follows: “lead the execution of projects with a high level of quality”. To achieve this objective, he must manage human, financial and material resources, verify the quality of the products, plan and organize the actions, document the process, monitor progress, identify contingencies or deviations and resolve them, obtain customer feedback to guarantee their satisfaction etc. As can be seen, each of these situations does not in itself imply the mission of the position. However, it is necessary to complete each one if the Project Manager wants to achieve the desired result.
However, not all the situations described are equally “critical”, that is, not all are crucial to achieve the final result. For example, identifying contingencies and solving them is essential in the global process to lead a quality project, while verifying the quality of products is not as critical to the global process, since a product error represents an anecdotal and predictable contingency in any item.
In turn, in each critical situation, the Project Manager will have to put into play different knowledge, skills and attitudes, that is, different competences that allow him to perform in a way that he does in each of those critical situations. In summary, identifying those who produce the knowledge that give the company a competitive advantage is the process of identifying best practices, defining them, standardizing them, and identifying which competencies allow them to carry out the necessary behaviors.
Convert the knowledge generated by top performers into information: classify, distribute and make it accessible
This step is perhaps the simplest and most widely circulated information about knowledge management to date. It is about transforming knowledge back into information.
Once the best practices have been identified, the aim is to create reservoirs of information about them, that is, to store them, classify them, write them in an understandable way, and if possible represent them through graphs or flow diagrams, and place them in a computer based system. on the web that makes such information accessible to anyone who needs it at any time.
Historically, information systems have evolved and software companies have created specific programs for knowledge management. Basically, it is network software that allows entering, classifying and distributing a large amount of information about problems, problem solving, information about clients, markets, suppliers, etc., which spontaneously do not circulate through the established information channels, or that they are simply geographically dispersed.
As information processing and distribution systems evolve towards increasingly friendly interfaces and increasingly include logical processes for assisted decision making and problem solving, the fundamental point in this process step is not the systems (that represent between 15 and 20% of management), but understand the essence of what we call knowledge.
The representatives of the Japanese school within the theory based on knowledge, consider that organizations should be studied, through internal processes, from the point of view of how they create knowledge, rather than how they are processed. In fact, within companies, only intelligent beings, people, are capable of creating knowledge.
While today's so-called smart systems, such as decision support systems or DSS, remain logistical support, and the idea of artificial intelligence continues to be an epistemological debate, the idea that organizations create knowledge takes ever more strength. Concepts derived from the sociology of phenomenological knowledge and all the organizational derivatives of the so-called shared memory and collective intelligence, try to account for how people create knowledge in interaction. These theories of various origins, as well as others that are not worth mentioning, have as their ultimate unit of analysis individual people, which means that ultimately the only information processing system capable of creating new or innovative ideas, it is the human brain.
In the well-known data-information-knowledge progression, only human brains are capable of generating knowledge. It is necessary to be clear that knowledge is not information, but the product of the processing of that information by the human brain in order to act on the world.
If we reduced knowledge only to this intelligent information processing, we would lose sight of its most important aspect: knowledge is the guide, the map that allows us to act on reality from a certain perspective.
In this sense, knowledge is such only if it is put into action, otherwise we can only speak of information. Knowledge is always the capacity to act: we organize and classify data (words, sounds, images, sensations), in order to transform said data into information, then we subject them to logical and illogical rules to process them in such a way that they generate new information that it has the characteristic of empowering us to act, and it is that capacity for action that we call knowledge.
DATA + TRIALS + INTELLIGENT PROCESSING = KNOWLEDGE = ABILITY TO ACT
Again, although there are methodologies for joint idea generation (eg brain storming) or group dynamics processes to generate intellectual flexibility (eg De Bono's group work techniques), they can only aspire to role of "triggers" for the transformation of information into knowledge, but this only occurs at the individual level.
When it comes to knowledge management, companies should not invest time and effort in generating the so-called organizational knowledge, but in getting employees to share information that they will not naturally share: information about customers, of a particular market, a vertical industry, certain products, competition, etc., that is, at this point it will be necessary to promote and motivate people so that they do not feel that their own competitive value and their employability in the market cease to be “their treasure”.
Identify the competencies that enable top-performing employees to use information intelligently
We have already said above that best practices are sustained in talent competitions. Identifying these competencies implies the implementation of a competency management model throughout the company. Given that the ultimate goal of all competency management is to standardize the level of acquisition of competencies exhibited by top-performing employees, we will list the steps of the same based on how this model is applied in the framework of knowledge management. The steps to follow are those:
- Identification of superior performance employees. Administration of behavioral event interviews (BEI) to identify critical situations of success in the job. Coding and Thematic Analysis of the interviews. Definition of competencies and gradual behavioral indicators that reflect the degree of acquisition of the same.Construction of job profiles based on competenciesEvaluation of the potential based on the profile defined as standard through situational techniques.Determination of performance gaps against current and future standards based on the business objectives established for each position. Design of a development plan that allows average performance employees to develop their skills at higher levels in the medium term,and superior performance employees develop their own competencies based on long-term strategic objectives. Implementation of a performance management system: setting objectives, development plans and performance evaluation.
The implementation of the competency management system is necessary for the subsequent implementation of knowledge management. It is not a requirement among others, but is essential for any non-reductionist approach to this tool.
Promote a cultural change so that talents share their knowledge
This is an interesting point and difficult to resolve, since it implies breaking with the paradigm that information is power. In exchange for which a star seller will reveal his secrets, the knowledge that he himself has generated? Well, it is not about sharing the available information, for this it is only necessary to develop the information search methods of the rest of the employees, but it is about that knowledge generated from the competences themselves and that shapes the scene of the action from each person.
Carla O´Dellvii relates how she solved this Texas Instruments dilemma. According to the author, the Texas Instruments semiconductor markets were expanding. However, the company did not want to invest in the assembly of a new plant due to the instability of said industry. As those markets change rapidly, if the company cannot produce when demand is hot, the customer is lost.
Thus posed the situation, the challenge of Texas Instruments was to learn to produce more and different types of semiconductors without building another plant. Tom Engibous, head of the semiconductor division, told his managers that they should achieve the equivalent performance of another semiconductor plant with the existing facilities. "Some of you are good at certain things and others at others," he told them, "and I have the information that proves it; so they need to find a way to share those best practices quickly. ”
Considering that sharing this kind of knowledge runs counter to the managers paradigm, Tom Engibous changed the incentive system for his managers: instead of receiving performance-based compensation from the plants they were in charge of, they would be rewarded based on of the collective yield of all plants. Thus motivated, the managers formed work teams to study the key processes in each plant and discovered the best way to do a task: gather the necessary information and take it to their own plants.
As a result of this management, the company reached its performance goals in six months, fast enough to respond to market changes, and in three months less than that required to build a new plant with a saving of 1.5 billion dollars..
Although the experience of Texas Instruments is illustrative and impressive, it is worth asking whether such a strategy is applicable to employees at lower hierarchical levels, or in companies where remuneration is not tied to performance. Furthermore, any organizational structure that bases its productivity on incentives is short-term. Since information travels much more quickly than generating new knowledge, a monetary incentive can be felt by someone who shares their knowledge as something like selling the soul, something for which they should receive either compensation rather than an award, or long-term recognition.
Cultural change implies a renewed mindset.
HUMAN RESOURCES MANAGEMENT THE KEY TO KNOWLEDGE
Different authors mention that knowledge management must be carried out through human resource management, in all HRM activities and processes, knowledge management must prevail. The human resource management cycle is shown below. (RIVERO, 2013)
BENEFITS
Through knowledge management, an organization can have different advantages such as:
- Increasingly intensive use of knowledge in the production of goods and services, unlike the industrial era when the use of capital or labor was predominant. Development of technology and information to be more competitive, this growth can only come from innovation in products and services.Increase in the flow of knowledge, using computer networks eliminates delays and information is used and shared quickly between manufacturers, suppliers, workers and customers.Development of smart products: current products concentrate every time more knowledge and therefore they must be getting smarter.
CONCLUSION
Knowledge management is a process that involves different problems, one is that its implementation is effective. Second, costs are a reason for difficulty when implementing Knowledge management. Third, the problems of integrating and motivating the staff of collaborators. They are followed by resistance to change and finally the difficulty in the development and cost of technology.
Although it is true that these obstacles can dissuade organizations from their use, it must be thought that through their implementation, they invest directly and indirectly in the main resource of companies, intellectual capital.
THANKS
Thankful to God for all his blessings, also for the opportunity to work in the process of improving myself.
To my “alma mater” the Orizaba Technological Institute for their dedication in training quality professionals, to my MAE Professor Fernando Aguirre y Hernández for their dedication, dedication and commitment in sharing their knowledge.
To God for life and for science!
THESIS PROPOSAL
DESIGN OF A METHODOLOGY FOR THE IMPLEMENTATION OF KNOWLEDGE MANAGEMENT
Objective: Propose a structure for the implementation of knowledge management in organizations.
BIBLIOGRAPHY
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