INTRODUCTION
At the end of the last century, the organizational trend began to give importance to the intangible values of these entities. Knowledge management can now be identified as the act of creating business value through the proper use of intellectual capital. (Monganas-Docasal, M., 2012)
The following analogy represents the importance of intangible values:
A corporation is like a tree. There is a part that is visible (the fruits) and a part that is hidden (the roots). If you only care about fruits, the tree may die. For the tree to grow and continue to bear fruit, the roots will need to be healthy and nourished. This is valid for companies: if we only focus on the fruits (the financial results) and ignore the hidden values, the company will not survive in the long term (Edvinsson & Malone, 1999)
It is important that each organization gives the appropriate importance to the management of the information obtaining the maximum benefit from the skills and experiences allowing them to develop a true competitive advantage and thus an increase in performance.
Knowledge management is used to intervene in organizational problems, so that these companies can adequately respond to the demands of the environment, in this case individual knowledge becomes collective knowledge (Amaya, M., Iriarte, M., & Perozo, D., 2006)
KNOWLEDGE MANAGEMENT
In this era, intellectual activity as a product of consciousness can be understood as knowledge, and with the help of computer systems productive information is obtained which will provide a nascent structure to establish new bases in decision-making. (Amaya, M. et al., 2006)
In order for an organization to integrate the concept of knowledge management, it must take into account the following characteristics:
- Time is considered a critical factor. Do not lose sight of the fact that technology by itself does not make a company competitive, but rather that it is an appropriately trained human resource. The success of a product will be based on the market. The organizational culture of sharing information and knowledge among the members favors obtaining results in the medium and long term. Individual contributions are valued (Amaya, M. et al., 2006)
Knowledge management has two main components:
- Regarding management. It includes functions such as planning, organization, direction and control of activities, as well as organizational objectives. Regarding the capacity of your human resource. Creation and decision making.
The analysis must be carried out from three different points of view.
- Business perspective. In this sense, the degree to which the organization should invest in knowledge is analyzed. Management perspective. From this perspective, knowledge-related activities are organized and directed to identify objectives and select strategies. Operational perspective. It focuses on increasing experiences and tasks to generate knowledge.
In the growth of knowledge management, many models are developed, which are based on human capital, intellectual growth and motivation to integrate into the processes of an organization (Amaya, M. et al., 2006).
KNOWLEDGE MANAGEMENT MODELS
SKANDIA MODEL
The distance between the book value and the market value of a company is made up of intangible assets, within which patents, ideas, research programs, brands, experience, franchises, software, among others, can be identified, therefore which this model is based on the difference between book value and market value.
In this case, the organization's market is integrated into financial and intellectual capital, subdividing them as follows:
- Human capital. Accumulation of skills, attitudes, knowledge and skills of the collaborators that make up the organization. Structural capital. Composed of the knowledge that the organization itself develops, for example brand loyalty, trademarks, including customer lists. Capital of the process. It is the organization's value proposition integrating the activities it carries out. Innovation capacity. Maintains success in the organization by introducing new products or services. (Edvinsson & Malone, 1999)
KNOWLEDGE MANAGEMENT MODEL KPMG CONSULTING
This model identifies the characteristics that will determine the learning capacity of any organization, projecting the expected results. This model defends the fact that all its elements have an interaction.
Aspects such as leadership, learning systems, teamwork ability are directly related.
A division is made according to the nature of each one, as follows:
- The entire organization must present a strong commitment to learning. Capacity and desire to learn, the organization will learn as its collaborators do, through knowledge transmission procedures. Creation of infrastructures to facilitate learning.
According to the model, when the factors that determine learning are identified, the results that this learning must produce are obtained (Tejedor, B & Aguirre, A., 1998)
KPMG Knowledge Management Model
NONAKA AND TEKEUCHI MODEL
Knowledge is the primary objective of knowledge management and technology, so this model is based on the division of knowledge into two areas, tacit knowledge and explicit knowledge, where it can be said that tacit knowledge is rooted deeply to the mindset of the individual and their experiences, while explicit knowledge is transferred from one person to another.
According to the creators of this model, there are four forms of knowledge conversion that arise from the interaction of the tacit and the explicit, they define the spiral of knowledge as the continuous cycle of production and transfer of knowledge. (Nonaka & Takeuchi, 1995)
Nonaka and Tekeuchi model
ANDERSEN'S KNOWLEDGE MANAGEMENT MODEL
The main characteristic of this model is to streamline the flow of important information, from collaborators to the organization and back, in this sense, we try to create value for customers.
The responsibility of all collaborators is to share the information with all the members of the organization, supporting it with the appropriate infrastructure, allowing, analyzing, synthesizing, evaluating and distributing knowledge.
Because the flow of information is at the center of this model, it is based on 2 mechanisms, known as:
- Mechanisms for sharing information (whether physical or virtual) Packaged or encapsulated knowledge (Andersen, 1999)
Arthur Andersen Knowledge Management Model
MODEL OF TOOLS FOR THE KNOWLEDGE MANAGEMENT ASSESSMENT TOOL-KMAT ASSESSMENT MANAGEMENT ASSESSMENT
Known as KMAT for its acronym in English, it is a model that is divided into six processes: the creation, identification, collection, adaptation, application and dissemination of knowledge, as well as the factors that drive them such as:
- The way in which leadership is exercised within the organization. Quantification identifies the ratio between intellectual capital and the resources necessary to achieve it. The organizational climate is directly identified with the availability of collaborators to participate in the learning process. –Education As part of technology, the communication channels that the organization uses to adequately develop its process are taken into account. Activities carried out within the organization will include the location, transmission and acquisition of knowledge. (Andersen, 1999)
Knowledge Management Activities
TECHNOLOGY INTEGRATION MODEL OR MGDS DATA PROCESSING MANAGEMENT MODEL AND SERVICES
This model highlights the importance of information and data in all areas of the organization, highlights that the characteristics of the sources of knowledge are generated by all areas through three covers: creation and presentation of knowledge, knowledge management and data sources.
- Creation and presentation of knowledge. It is at this stage that the collaborators of the organization make use of a knowledge portal, where they prepare to exchange information. It is very important to emphasize the fact that in this model it is not only intended to store the information but also a real interaction between the users. Knowledge management. It is a compendium of knowledge, adding the processes to obtain, store, and present knowledge, directed to the information. Data sources. Adequate storage of data (Kerschberg, 2001)
Basically the model can be outlined as follows:
Technology Integration Model Source: (Kerschberg, 2001)
INTELLECTUAL CAPITAL AS PART OF KNOWLEDGE MANAGEMENT
As part of competitiveness, many organizations have directed their interest in developing knowledge assets, writing reports on the behavior of intellectual capital.
Various authors have taken on the task of describing this concept. For Annie Brooking, knowledge management includes the identification, analysis of knowledge that is possessed and that which is needed, indicates that by using tools such as planning and controlling actions, organizational objectives will be achieved, and adds that it is made up of:
- Intelligence management Documentation management Human resources management Innovation and change management Work organization (Brooking, 1996)
Make a direct association between knowledge management and organizational objectives. At the same time, the concept of intellectual capital is integrated, considering non-material contributions, considered one of the most important assets today.
The emergence of different media and communication technologies are emerging a new global economy (Brooking, 1996)
BIBLIOGRAPHIC REFERENCES
- Amaya, M., Iriarte, M., & Perozo, D. (2006). Knowledge management as internal capacity. Telos Magazine Andersen, A. (1999). Management in the XXI Century. Buenos Aires etc.: Ediciones Granica, SABrooking, A. (1996). Intellectual Capital (Edition: 1st). London: Thomson Learning.Edvinsson, L., & Malone, MS (1999). Intellectual Capital. Madrid: Gestion 2000. Kerschberg, L. (2001). Knowledge Management in Heterogeneous Data Warehouse Environments. In Data Warehousing and Knowledge Discovery (pp. 1–10). Springer, Berlin, Heidelberg. https://doi.org/10.1007/3-540-44801-2_1Monganas-Docasal, M. (2012). Intellectual capital and knowledge management. University Press of the Republic of Cuba Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company:How Japanese Companies Create the Dynamics of Innovation (1 edition). Oxford University Press.Tejedor, B, & Aguirre, A. (1998). Research related to the ability to learn of Spanish companies. Economic studies bulletin.
