The objective of this article is to reflect on the importance of knowledge management in today's organizations. In recent times, the scientific community has been showing a growing interest in knowledge management, an interest that has gone hand in hand with the study of topics such as the new economy, the vision of companies as organizations capable of generating competitive advantages through knowledge, intellectual capital, intangible assets, etc. In this sense, the article also proposes a comprehensive knowledge management model and its relationship with the new economy and the information society, paying special attention to the role of universities as centers specialized in the creation, organization and dissemination of the knowledge. Finally,The need to integrate knowledge management into the human resources policy of every modern organization is claimed - a policy that should be aimed at creating and storing knowledge, as well as its subsequent distribution and use.
When we started reading this jewel of a book, the intention was to achieve to the maximum all the goals of how to build or create knowledge for the organization of companies, and see the different approach that the Japanese gave to their companies, especially after to get out of the holocaust that was the impact of atomic bombs and to see how the phoenix came out of smoke and destruction, only with a new ideology of creating knowledge, to see the new vision of certain Japanese companies that have succeeded in achieving a continuous innovation and develop a universal management model that unifies eastern and western management practices.
We must understand how organizational knowledge is created and it is to resort to deep epistemological foundations to distinguish between two types of knowledge: tacit and explicit. The interaction between these two types of knowledge is called Knowledge Conversion and this originated the following four forms: Socialization ( from Tacit to Tacit), Externalization (from Tacit to Explicit), Combination (from Explicit to Explicit), and Internalization(from Explicit to Tacit). And second, we realized that this interaction of Tacit and Explicit knowledge is carried out by individuals, not by the organization itself. It must be emphasized that by itself organizations cannot create knowledge without individuals, but if knowledge cannot be shared with others or is not amplified at the group or divisional level, such knowledge does not form an organizational spiral, this process of spiraling through different ontological levels is one of the keys to understanding the creation of organizational knowledge.
Socialization begins with creating a team whose members share your expectations and mental models. It is given thanks to successive sessions of meaningful dialogue. Metaphors and analogies are frequently used in dialogue, allowing team members to state their own perspectives and thus reveal tacit knowledge that would otherwise be difficult to communicate. Blending begins when the concept generated by the team is combined with existing information and knowledge outside the team to create specifications that are easier to share. The internalizationIt is induced when members begin to internalize the new explicit knowledge that is disseminated throughout the organization, it is used to expand, extend, and redefine their own tacit knowledge. The essential part of knowledge creation occurs at the group level, but the company provides the necessary facilitating conditions. These provide contexts or organizational instruments that facilitate group activities and the creation and accumulation of knowledge at the individual level. Five five conditions are required at the organizational level to foster the knowledge spiral: Intent, Autonomy, Fluctuation and Chaos, and Variety of Requirements.
The process by which organizational knowledge is created is interactive and non-linear. The five-phase model and consists of the exchange of tacit knowledge, creation of a concept, justification of the concept, construction of archetypes and distribution of knowledge, differs from the “Horizontal” process models in that it moves cyclically and through levels. The first four phases move horizontally, but the fifth moves vertically, creating strata of activity at various organizational levels. This shows that the creation of organizational knowledge is an infinite and repetitive process. But the infinite circular process is not limited to the organization, but also occurs Inter. Organizationally.The knowledge created by the organization mobilizes the tacit knowledge of people outside it, who turn it into explicit knowledge, which will be returned to the firm in the form of environmental fluctuations. This interaction is between the product, service or system offered by the company and customers, suppliers, distributors and competitors.
None of the management models, neither the top nor the bottom - up, is adequate to foster the dynamic interaction of tacit and explicit knowledge. The top-down model provides few elements for the company to carry out socialization and externalization, while the bottom-up model is not very helpful in achieving combination and internalization. This is why the two models have their limitations in terms of making the spiral of knowledge pose through the four phases and ontological levels, that is why the " center - top - bottom" model was proposed , which integrates the benefits of the previous models and is the most suitable for the creation of organizational knowledge.
Neither a formal hierarchy nor a flexible strategy alone has been shown to provide the organizational structure in which knowledge creation flourishes. The hierarchical structure is effective in achieving combination and internalization, while the strategic force is adequate for socialization and externalization. A hypertext organization is proposed as a new organizational structure that is more appropriate to seek both the efficiency of a hierarchical / bureaucratic one and the flexibility of the strategic force. This does not mean that having a hypertext type organization is a requirement for the creation of organizational knowledge, but having it facilitates the process.
But neither the eastern nor western methodology provide the total solution, in the western one, the interaction of explicit and tacit knowledge tends to occur above all at the individual level and it is a few individuals who play the most important positions or role although in the In Japanese the interaction of explicit and tacit knowledge tends to occur above all at the group level, in it the use of figurative language and symbolism tends to be overestimated, ignoring the most analytical schemes and documentation. We need comprehensive points in favor of the Japanese and accidental methodologies to develop a universal model of organizational knowledge creation knowledge.
Practical implications, Any administrator or manager who reads the press will realize that we are in the knowledge society, in which knowledge is not only another resource apart from the traditional factors of production (labor, capital and land) Most importantly, managers also realize that the future belongs to knowledge workers, who use their heads instead of their hands, and is the key to achieving prosperity for years to come. It is educating, training these workers. According to popular thinking, if companies train, train and train workers, they will learn, learn and learn. This simplistic model will work if the company is interested only in absorbing knowledge from somewhere and transferring it to individuals in the organization.But it will not work if the intention is to create knowledge, not only at the individual level, but at the group and organizational level. Knowledge moves laterally and in only one direction, whereas when organizational knowledge is created, it spirals.
The origin of this book goes back 16 years ago, and it was a summary about the particular characteristics of the new development process of the products of Japanese companies, and this study revealed the reason why these reached the success in the seventies and eighty. And this was because the team members have a mutual understanding about the principles of the company, where it is going, how they would like the world to be and how to make that ideal of the world come true. In this book it is argued that Japanese companies have achieved success thanks to their abilities to create organizational knowledge and the basic and universal component of any organization is human knowledge. The study of human knowledge is a practice as old as the history of mankind.Knowledge is considered the basic analytical unit necessary to explain the behavior of companies
According to Quinn (1992) and who shares with Drucker and Toffler the opinion that the economic and production power of a modern company is based more on its intellectual and service capacities, than on its assets, such as land, plant and equipment.
According to Nonaka (1991), given the current conditions in which companies operate, characterized among others by those previously mentioned, the only lasting source of competitive advantage is knowledge. The companies that develop successfully in this environment will be those that know how to constantly create new knowledge, disseminate it throughout the organization and include it in new technologies and products.
That is to say, at this time it is considered with special force to rest this ability to develop a competitive advantage, in the endowment of knowledge that an organization possesses and is capable of applying in its processes. For this reason, and if we take into account as Revilla (1995) argues that knowledge originates and accumulates in people, they become the main asset within the company and where the maximum potential is focused to achieve that the organization successfully develop the processes object of its activity.
Moreover, the importance and relevance of knowledge in our days is such that Drucker (1994) affirms that we are in what he calls the knowledge society, where neither capital, natural resources nor the labor factor are presented as It seems to be a key resource, but it seems to be constituted by knowledge, even arguing that its acquisition and distribution today occupy an interest in society, equivalent to the place occupied by the concepts of property and income in the so-called Capitalist Era.
So that the endowment of resources that a company possesses can constitute the basis of a successful trajectory, far from remaining static, it will need to be increased and renewed, either as Simon (1991) points out, hiring people who have the relevant knowledge or enriching the present through continuous learning processes.
The knowledge is generated through learning processes, be it in the words of Revilla (1995), a mechanism individualized depending on the capacity of each person and their past learning experiences, individual learning can be defined as the acquisition process and storage of knowledge that is intended to increase the individual's ability to perform effective actions.
It would be the detection of a problem that raises the need for learning, because constant success has a self-congratulatory effect and lacks incentives tomodify current behaviors, as you are less willing to fail. So viewed in this way, the existence of a problem provides an opportunity for improvement through a learning process. The effective creation of knowledge within the company requires the operation and harmony of the two spirals that we have analyzed. And four stages are described through which this internal creation of knowledge would be instrumentalized, which becomes, on the other hand, the basis for innovation within the organization. The interaction between tacit and explicit knowledge constitutes the key for the process to be completed successfully: A.- Socialization: Through which tacit knowledge is shared at the individual level, for which the direct interaction of the individuals,sharing the same environment, time, etc. B.- Externalization or conversion of tacit knowledge into explicit, making it understandable for other members of the company. It also involves the interaction of the individual and the group, and requires techniques that help express this tacit knowledge through figurative language, in the form of analogies, metaphors, and visual language. C.-Combination: Explicit knowledge is synthesized and formalized so that any member of the company can access it. For this stage to be completed it is necessary to capture and integrate new explicit knowledge, disseminate the explicit knowledge with presentations, conferences, etc., and process it to make it more accessible. D.- Internalization: Starting from an already explicit knowledge throughout the entire organization,internalization allows it to serve to enrich tacit knowledge at the individual level. This is where the individual starts “learning by doing”, since they access the field of knowledge of the group and the entire organization, through training exercises, experiments, simulations, etc.
Nonaka (1995) distinguishes two types of knowledge: the explicit one - that which can be structured, stored and distributed - and the tacit one - that which is part of the personal learning experiences of each individual and which, therefore, is extremely complicated. if not impossible, to structure, store in repositories and distribute. According to this distinction, information and communication technologies would only allow explicit knowledge to be stored and distributed. That said, it is also important to become aware that ICTs have helped to broaden the range of what can be considered explicit knowledge: some forms of knowledge that were previously considered tacit knowledge have become explicit knowledge thanks to the possibilities that they offer communication networks,multimedia files and audiovisual technologies.
Regarding explicit knowledge, it is therefore clear that it is possible and convenient to store it in databases, document databases, intranets / extranets and information systems for executives or EIS (Executive Information System) (Roldán, JL, 2000). However, as we have commented, it will not be feasible to structure and store tacit knowledge, so the best strategy to manage it will be to encourage the creation of collaboration networks between the people who make up the organization (sharing networks) and even with people outside of the organization. the same, and the elaboration of a knowledge map that everyone can access and in which the knowledge of each of the members of the organization is specified.Once located, the tacit knowledge will be all the more valuable the greater its incorporation into the production process of the organization. The knowledge creation process model of Nonaka and Takeuchi (1995) describes the knowledge generation cycle in organizations through four phases (see figure 1): (1) socialization - employees share experiences and ideas, tacit knowledge individual becomes collective–, (2) outsourcing –that collective tacit knowledge becomes explicit knowledge–, (3) combination –exchange of explicit knowledge via documents, emails, reports, etc.– and (4) internalization or learning - Collective explicit knowledge is transformed into individual tacit knowledge.
Figure 1. Knowledge creation
Knowledge creation
Therefore, any knowledge management model will typically be based on the codification of explicit knowledge and on the dissemination and socialization of tacit knowledge. Coding is based on storing explicit knowledge in databases or expert systems, so that it can be used later. For its part, the dissemination and socialization of tacit knowledge consists of fostering communication between the individuals that make up the organization so that their individual knowledge becomes collective.
Socialization is the process of acquiring tacit knowledge through sharing experiences through oral presentations, documents, manuals and traditions and that adds new knowledge to the collective base that the organization has. Externalization is the process of converting tacit knowledge into explicit concepts that involves making tangible through the use of metaphors knowledge that is difficult to communicate, integrating it into the culture of the organization; it is the essential activity in the creation of knowledge. The combination, is the process of creating explicit knowledge by gathering explicit knowledge from a number of sources, through the exchange of telephone conversations, meetings, emails, etc., and can be categorized, compared and classified into databases to produce explicit knowledge. L to Internalization is a process of incorporating explicit knowledge into tacit knowledge, which analyzes the experience gained in the implementation of new knowledge and incorporated on the basis of tacit knowledge of the members of the organization in the form of shared mental models or work practices.
For Nonaka and Takeuchi, what Peter Drucker expressed in the sense that, the essence of management is, how can existing knowledge be best applied to create other new or recycled knowledge, is justified since their studies in Japanese companies support the knowledge creation process that both Japanese have undergone.
INTANGIBLE ASSETS IN ORGANIZATIONS.
Before talking about Intellectual Capital, it would be convenient to briefly introduce clearly related concepts and which we have been talking about for some years when dealing with current issues of the Information and Knowledge Society. We are currently moving from the Industrial Age to the Information and Knowledge Age where the most important source of wealth is Knowledge, and it is also the most critical, hence the need to be properly managed. This is how the term "Knowledge Management" was born, which reached the maturity of its founding process with the work of Nonaka.
The interaction of tacit and explicit knowledge is carried out by individuals, not by the organization itself, since the organization cannot create knowledge without individuals, therefore it is proposed that socialization begins with the creation of a team whose members share their experiences and mental models, it is also proposed that the combination begins when the concept generated by the team is combined with the existing information and with the knowledge that is outside the team, to create specifications that are easier to share; Organizational knowledge creation is a spiral process that begins at the individual level and moves forward through ever-growing communities of interaction, and crosses the boundaries of sections, departments,of divisions and organization.
The process through which the creation of organizational knowledge occurs is interactive and non-linear. The creation of organizational knowledge is an infinite and repetitive process. To implement an organizational knowledge creation program in a company, measures must be adopted, such as: creating a knowledge vision, developing knowledge personnel, building a high-density field of interaction on the front line, relying on the process development with new products, adopt center-top-down administration, adopt a hypertext type organization and build a network of knowledge with the outside.
A knowledge-creating company needs diversity in the pool of talent available within the company. To ensure that this pool of talent available in the company maintains its freedom and autonomy, the company must also be able to offer diversity in terms of scale of professional growth.
At the individual level, all members of an organization should be allowed to act as autonomously as circumstances allow. By letting them act autonomously, the organization can increase the chances of encountering unexpected opportunities. Autonomy also increases the possibilities for individuals to motivate themselves to create new knowledge. Project leaders are prepared to coordinate and manage projects, generate new hypotheses or concepts, integrate various methods for creating knowledge, and communicate with team members.
The new product development process is the core process of organizational knowledge creation. To properly manage the new product development process, companies must pay attention to the characteristics of maintaining a highly adaptable and flexible framework for the development of such products. They must accept that their development is almost never linear and static, and that it involves an iterative, dynamic and continuous process of trial and error; ensure that a self-organizing team oversees the new product development process; encourage the participation of inexperienced people in the development of new products, which adds a variety of requirements to the process.
Mid-level executives play a central role in the organizational knowledge creation process. The hierarchy is the most effective structure for the acquisition, accumulation and exploitation of knowledge, the strategic force is the most effective for the creation of new knowledge. The corporate vision and the organizational culture extract tacit knowledge, while technology extracts the explicit knowledge generated in the two layers. Most customer needs are unspoken, meaning that they cannot say exactly or explicitly what they require or want.
The creation of knowledge fosters innovation, the process by which knowledge is created in the organization becomes the cornerstone of innovative activities. This process is dynamic and produces two types of spiral of knowledge, in the first spiral the dimension is given. In the second spiral there is the ontological dimension. Each dimension produces a dynamic spiral.
The starting point toward building a conversion is recognizing the need to transcend dichotomies. There is a strong tendency in the West to view the world in terms of a dichotomy, where it was evidenced that debates about the object versus the subject, the body versus the mind, rationalism versus empiricism, and scientific management versus human relationships they reflect this intellectual tradition.
The dichotomies that form the basis on which the theory of organizational knowledge creation was built are: Tacit / explicit, Mind / body, Individual / organization, Top-down / bottom-up, Bureaucracy / strategic force, Relay / rugby, East West. Human knowledge is created and expanded through the social interaction of tacit and explicit knowledge. Socialization generates harmonized knowledge, externalization generates conceptual knowledge, the combination generates systematic knowledge, internalization generates operational knowledge. Learning through trial and error is an illusion, instead we emphasize the importance of physical experience. Personal and physical experience is as valuable as indirect intellectual abstraction.The individual is the 'creator' of knowledge and the company is the 'amplifier' of knowledge ”.
Explicit knowledge: is what can be expressed in words, numbers, or formulas and share it. It can be transmitted between individuals formally and systematically.
Tacit knowledge is highly personal, difficult to formalize and share with others. It is also deeply rooted in the acts and experiences of individual people, as well as their values, ideals, or emotions. To be precise, we distinguish two dimensions of tacit knowledge: "technical" and "cognitive".
Knowledge is dynamic, personal and different from data and information because it is interpreted and assumed in a certain action. The data are unstructured and discrete symbols that must be assimilated and interpreted. Information is a medium for explicit communication. The knowledge can be tacit or it can be made partly explicit. The information, in this way, would be knowledge made explicit. This does not mean that whoever receives the information receives the same original knowledge, firstly because most of it is lost, and secondly, because what comes through the information is reinterpreted according to the receiver and her perceptions and personal experiences. Therefore, a personal knowledge is produced that
By sharing it, you can have a common framework and elements. We would thus speak of shared knowledge or knowledge of an organization. In the creation of organizational knowledge, it is established through a continuous dialogue between the so-called tacit and explicit knowledge.
KNOWLEDGE CREATION IN PRACTICE
Corporate Background, Matsushita Electric Industrial is used and in 1970 there is maturity in the Japanese household goods market, and price competition started and also Matsushita's operating profit decreased. By 1977: Japanese homes had: 95.4% Color TVs, 94.5% Vacuums, 98.4% Refrigerators, 98.5% Washing Machines, and 94.3% Irons. By May 1983: A three-year corporate plan called ACTION 61 (Action, Cost Reduction, Topical Products, Marketing Initiative, Organizational Revival, and New Management Force) Announced, Number 61: Sixty-first Year of the Emperor's Era Hirohito (1986). ACTION 61: Objectives: Increase the competitiveness of Matsushita's key business by paying careful attention to costs and marketing,Gather the necessary resources to enter markets historically dominated by competitors such as IBM, Hitachi, NEC and Fujitsu, They expressed themselves with the slogan: «Beyond household items» and creative chaos appears because there is Change of strategic focus of items for the home to industrial and high-tech products and that is why the restructuring of the businesses begins as there is Integration of three divisions in the kitchen appliances division, it generated more chaos and variety of requirements.«Beyond household items» and a creative chaos appears because there is a shift in strategic focus from household items to industrial and high-tech products and that is why the restructuring of the businesses begins as there is integration of three divisions in the kitchen appliance division, generated more chaos and variety of requirements.«Beyond household items» and a creative chaos appears because there is a shift in strategic focus from household items to industrial and high-tech products and that is why the restructuring of the businesses begins as there is integration of three divisions in the kitchen appliance division, generated more chaos and variety of requirements.
By May 1984, three divisions were integrated into the kitchen appliances division as part of ACTION 61 and these aim to improve organizational efficiency by eliminating duplication of resources, Restore growth by combining the technology and know-how of the three divisions and create divisions such as Rice Cookers, Heating Articles and Rotation: motorized products such as food processors
All products faced market maturity but at first the benefits of integration were not evident but in the following two years: Percentage of profits went from 7.2% (1984) to 9.0 (1986), By eliminating the excess capacity, The division's sales fell from 62.7 billion yen (1984) to 60.400 (1986). That is why the new changes at the beginning produced a creative chaos but that at the same time presented facilitating conditions, Strategic change and integration introduced a feeling of crisis, inspired the intention and commitment and Development of a successful product one hundred percent new with the creation Of the three divisions, a great variety of requirements were presented, as these consisted of more than 1400 employees, a completely different divisional culture,Different backgrounds and different ways of doing business, which were the conditions that facilitated the union of more than 1400 employees, First the Redundancy, since communication had to be improved, the 13 mid-level executives were sent to a retreat, Attempt to mobilize and share the tacit knowledge and a newspaper was created to spread explicit knowledge, as there was a great intention to guide a group of individuals towards the same goal, Study of trends in daily life and the concept "Easy and rich" was created.An attempt was made to mobilize and share tacit knowledge and a newspaper was created to spread explicit knowledge, as there was a great intention to guide a group of individuals towards the same goal, Study of trends in daily life and the concept «Easy and tasty".An attempt was made to mobilize and share tacit knowledge and a newspaper was created to spread explicit knowledge, as there was a great intention to guide a group of individuals towards the same goal, Study of trends in daily life and the concept «Easy and tasty".
It was first thought of a home bakery and a team was created to create a laboratory of household items, I / D Laboratory, Kitchen Appliances, Mechanical Designer and Software Developer and began to have Meetings to develop the concept of the product, and began with the Product Specifications: The machine should knead, ferment and bake bread automatically, It should not use a special mixture of ingredients. A stopwatch included, Manufacturing should not be affected by room temperature, Bread should be in good shape, It should taste better than mass-produced and distributed bread, and Retail price should be between 30,000 and 40,000 yen. The project was approved and the official team of 11 members was formed that had: Laboratory and kitchen appliances division,1 Planning, 3 Machinery, 2 Control systems and 3 Software development, and Everything had to be developed at home, but they failed because there were several problems such as: Shape of the dough container, Difference between electrical systems. Temperature and Different brands of flour and yeast what they needed was uA good enough system to produce good bread in any type of circumstances and under facilitating conditions, that is why a master baker was acquired and with his knowledge a software was created because the Master baker learned in years of experience, Experience is difficult to state in words, Imitation and practice and Training with the chief baker. Neither the baker nor Tanaka were able to systematically state, "If artisans cannot explain their skills, then engineers must become artisans." kneading and After a year of being in the development process, the specifications were achieved, for nIn November 1985, the team managed to develop a machine that made good bread and the product had: A kneading mechanism with a motor, A container for the dough and another for the yeast, A microcomputer, and Stopwatch and thermostat, the team members they took it to their home for testing and their comments proved that the goal was reached in this cycle the problem of getting the machine to knead correctly this was solvedDevelopment through socialization, Explicit stretching-twisting, "slower" or "stronger" concepts were created, Tacit knowledge was externalized by installing rods in the dough container, and Combination: stretching-twisting concepts and technological knowledge were brought together and finally: The project went from technological development to the commercialization stage, the design staff was increased and the team was joined by members of the marketing and manufacturing departments and Most important topics: Industrial design, Quality stabilization and Reduction cost.The tacit knowledge of the original members was still necessary to make changes to lower the cost, Main problem to lower the cost was a cooling system, They found that you could mix the rest of the ingredients first and add the yeast at a more advanced stage, A patent was obtained for this technology.
But it was necessary to make changes to the design and these were New Yeast Container Controlled by a timer and Removing the cooling system but this would delay the introduction of the product, The 'easy and rich' concept won out and the changes were made.
Knowledge Distribution in the Matsushita Division, It was considered a competitor based on prices and focused on standard products participating in mature markets, Its corporate culture had become conservative and oriented towards the status quo, Emergence of a new product and a new process It represented a sharp break with tradition and institutional procedures were revitalized to support the generation of creative points of view that foster innovation. How the knowledge was distributed in the division: When interdepartmental project teams were created, the existing limits in the company were dissolved, It brought users and their opinions closer to the engineers, The attitude of engineers towards new projects changed,It generated trust among the employees and the desire to develop another innovative product. Before the development of the bakery, products were developed to compete within the company. After the development of the bakery, they focused on creating products with genuine quality, meeting the real needs of consumers, Engineers began to investigate consumer wishes, Products aimed at emphasizing "quality of life" began to emerge »From consumers, Automatic coffee maker that came with an included coffee grinder, Induction Heater Rice Cooker. The new knowledge spread beyond the product development team, It was shown that an innovative product could be created through cooperation,Demonstrated the value of creating product concepts that were in accordance with people's dreams and Innovative products were developed based on the same "easy and rich" concept. This inspired the president to adopt the concept of "human electronics" as the concept. Total from Matsushita, Human Electronics that Develops more human products using advanced technology, Human Product: One that could liberate and elevate the human spirit through easy use and the Bakery fulfilled these concepts.Human Electronics that Develops more humane products using advanced technology, Human Product: One that could liberate and elevate the human spirit through easy use and the Bakery fulfilled these concepts.Human Electronics that Develops more humane products using advanced technology, Human Product: One that could liberate and elevate the human spirit through easy use and the Bakery fulfilled these concepts.
New tacit knowledge: Have engineers develop a product by interacting directly with consumers and seeking genuine quality freely, New products were created with equivalent quality standards. Gaoh (The One), A series of giant screen televisions introduced in October 1990. Gaoh was a success due to the quest for genuine quality and consumer wishes for televisions. Development of a new television takes six months and includes some technological changes. Matsushita's television division took two years but contained a considerable amount of technological advancements. It sold more than one million units in the first 14 months. And with these technological advances, it was Third in the list of the 20 best products of 1991 (Mitsubishi Research Institute),To distribute the knowledge generated in the development of the home bakery, Matsushita developed the total concept "human electronics" which inspired the creation of products like Gaoh and Matsushita's effort to continuously create knowledge at the corporate level was analyzed and it was found that Products are not the only result of the creation of knowledge but also New knowledge can be created in terms of ways of doing business, managing a division, developing new products, managing the people factor, two sides were achieved, one hard and the other soft, on the hard side the different way of approaching product development was seen and on the "soft" side, It is related to the less tangible results, Management systems,Operational mechanisms and human resource management programs, that is why the Matsushita company began in 1989 the process to establish its corporate vision for the 21st century, because they questioned where the company was going and what kind of company they would like it to be. To develop the vision, it was entrusted to the Human 21 Committee, high-level executives with great responsibilities, They did not have many original and stimulating ideas and the Human 200-People Committee was created, which comprised 200 stars selected from a large number of participants, They discussed Ideas about the next century and wrote reports about these discussions, Human 21 Committee examined reports and decided whether the company should adopt the suggestions made and what kind of group should Matsushita employees form.A group of volunteer individuals appeared who Believed in values such as voluntarism, ambition, creativity and mental productivity. And each employee had to rethink work and management and try to be not only a good businessman, but also a good citizen, family member, and individual. Human Committee 21 Developed as a corporate vision, "Company that seeks possibilities", A group of volunteer individuals with abundant and diverse knowledge bases would share similar ideas and values, Matsushita considered herself involved in the process of becoming a knowledge-creating company Some Senior executives did not want to accept such a vision. In April 1990 the corporate vision was officially and publicly announced. He established four objectives in the areas of business, technology,people and globalization, Human innovation business, Humanware technology, Heterogeneous asset group, Managing multi-local and global networks, but it would take five conditions required in practice: Organizational intent: Human 21 helped senior executives express doubts about status quo and develop a new ideal, Fluctuation / chaos, Redefinition increased employee anxiety, Variety of requirements, The committee was made up of 200 people from different divisions and group companies, Redundancy, 200 people shared their tacit knowledge and Provided a base of common knowledge but had five conditions required in practice: Autonomy, Committee of 200 young employees had autonomy to generate innovation and the concept was put into practice:"Voluntary individuals", Objective, Voluntary, ambitious, and mentally productive employees, as well as good citizens, family members and individuals, Reducing working hours, Operational means to reduce objectives, Eliminating or reducing the time used for routine jobs, employees could be more mentally productive, ambitious and creative, a thought and management innovation was made around 1993, a goal was set to reduce working hours to only 1,800 a year Goal: Increase employee creativity, not just reduce working hours or costs and the MIT Promotion Office93 asked each of the divisions to develop new operational and management systems.For this, three committees were established to coordinate this effort in the departments of: Labor Relations, Personnel, General Accounting, Development was left in the hands of self-organizing teams in each division, Analysis of existing working hours and business processes revealed that there were great opportunities to improve existing operating systems. Employees were made to experience a 150 hour schedule per month. Concurrent engineering Specifications are established early in development, thereby reducing the need for design changes during later stages. Facilitating conditions in practice: Fluctuation / chaos, Reduction to 1,800 hours of work per year. Search for causes of inefficiency,Intention Produce «voluntary individuals», Variety of requirements Teams made up of people with different backgrounds, in all divisions and companies of the group and Autonomy to develop ideas that will lead to improvement
Enabling conditions in practice ”Redundancy, in the form of common knowledge. Summary and Implications, Importance of entering the tacit knowledge of an individual (ability to knead), Success of the bakery led to the creation of the concept «human electronics», Importance of increasing organizational facilitating conditions and The creation of organizational knowledge is a endless process that requires continuous innovation.
The "center-top-bottom" model, a management process for the creation of knowledge
Bottom-up model: it is a classic model that considers the creation of knowledge from the point of view of information processing that will be selected and simplified and is transmitted up the pyramid to senior managers, who use it to create plans and give orders, which are transmitted down the hierarchy, Model up - down: it is when managers create the basic concepts so that the members of the lower levels apply them, these concepts become the operational conditions of the mid-level executives, who decide which are the necessary instruments to materialize them, at this level of the first On the other hand, the execution of these decisions becomes largely routine, the organization that functions from top to bottom has the shape of a pyramid, and it is a traditional model that is implicitly assumed that top managers have the capacity to and are in a position to create knowledge. Concepts generated by top executives must be free of any ambiguity or ambivalence. The concepts are based on the premise that they have a singular meaning,This model is adequate for dealing with explicit knowledge, but by controlling knowledge creation from above, it ignores the development of tacit knowledge that can occur on the front line of a company.
Bottom - top model:It is an organization that works from the bottom up and has a flat and horizontal shape, The administration is the reverse of the top - bottom administration, instead of hierarchizing and dividing the tasks, autonomy is allowed, Instead of knowledge being created and controlled by top executives, it is created at the lower levels and to a large extent, it is controlled by the people at those levels. Managers give few orders and instructions and serve as sponsors for front-line employees, who have an entrepreneurial vision, knowledge is created by those employees, who operate independently and separately and prefer to work alone. There is little direct dialogue with other members of the organization. Whether vertically or horizontally, the operating principle is autonomy and not interaction.Knowledge is created by some individuals, not by a group of individuals interacting with each other. This model is apt to deal with tacit knowledge, but its emphasis on autonomy makes it very difficult to share such knowledge within the organization.
Top - bottom, bottom - up model: These two traditional models may be alternatives to each other, but neither of them is suitable as a knowledge creation management process. Neither is suitable for knowledge conversion, the top-down model provides a partial conversion focusing only on combination (explicit to explicit) and internalization (explicit to tacit). The bottom-up model carries out a partial conversion focusing on socialization (tacit to tacit) and externalization (tacit to explicit). In both models, mid-level executives are not given recognition or relevance. Administration center - top - bottom:in this knowledge is created by mid-level executives, who are often leaders of a team or a strategic force, through a spiral conversion process that involves both senior managers and front line employees.. The process places mid-level executives at the center of knowledge management, right at the intersection of the company's horizontal and vertical information flows. They act as a bridge between the visionary ideals of top executives and the often chaotic realities of business faced by frontline workers. They are the true knowledge engineers of the knowledge-creating company,The main task of mid-level executives is to steer the chaotic situation of front line employees toward purposeful knowledge creation. To achieve this, they provide their subordinates with a conceptual framework that helps them make sense of their experience.The role of top managers is to create a theory, while mid-level managers seek a medium-range theory that they can test empirically in inside the company with the help of front line employees.They are looking for a medium-range theory that they can test empirically within the company with the help of front-line employees.They are looking for a medium-range theory that they can test empirically within the company with the help of front-line employees.
Case studies for the three management models: Top-down management: General Electric, led by Jack Welch, Bottom-up management: 3M, Center-top-bottom management: Canon
Top-down management, Jack Welch inherited a bureaucracy, launched a series of actions to get rid of it and the hierarchy, The way he proceeded was top-down, Roles, Concept Creator, Negotiator, Concept Creation is have Vision, Businesses that were not in the circles had to create a strategy to enter or disappear, that's why they had to create concepts: Welch relied on the power of his ideas to build operational concepts, Process of fundamental change or revolution, developed the expression "speed, simplicity and self-confidence". He started a program (Work-Out) that gave employees the authority to recommend possible solutions. And they integrated a diversity, the different businesses
to maintain their operational independence while working as a team And I created the concept of 'borderless' and broke through internal barriers: hierarchy, geography and role as well as the attempt to integrate external stakeholders
The same CEO carried out the entire process, creating the concepts (strategic and operational), refining them, communicating them in an understandable way through metaphors and analogies, and reiterating them repeatedly.
Negotiations This is known as an accomplished negotiator. During the first 4 years of his management, he sold 125 businesses. In both cases, the president had all control Bottom-up management: 3M, Minnesota Mining and Manufacturing Company (3M), so the general management is not the center of attention. More attention is paid to individual inventors and entrepreneurs, and it is quite possible that they are known more abroad than the director, Bottom-up Management: 3M 3M's principles are autonomy and entrepreneurial attitude, they are put into Practice as follows: Absence of excessive planning, Little paperwork Acceptance of mistakes as normal, Regular breaking of borders, Encouraging initiative, Flow of ideas from lower levels, Minimal interference from senior managers,Inability of senior managers to eliminate an idea, Maintenance of a small and flat organizational structure. Salespeople became researchers of unsatisfied needs, a company was born made up of people who solve problems in practice, whether they were salespeople or technicians, because they were individuals with initiative, Salespeople who realized the difficulties of their customers in the automotive industry to paint their cars with two colors and developed a tape to solve the problem, First attempts failed: they had not worked with tapes, the president asked Drew's boss to remove him from the project, Drew continued with the project and the masking tape came up and then created Scotch tape.Maintenance of a small and flat organizational structure. Salespeople became researchers of unsatisfied needs, a company was born made up of people who solve problems in practice, whether they were salespeople or technicians, because they were individuals with initiative, Salespeople who realized the difficulties of their customers in the automotive industry to paint their cars with two colors and developed a tape to solve the problem, First attempts failed: they had not worked with tapes, the president asked Drew's boss to remove him from the project, Drew continued with the project and the masking tape came up and then created Scotch tape.Maintenance of a small and flat organizational structure. Salespeople became researchers of unsatisfied needs, a company was born made up of people who solve problems in practice, whether they were salespeople or technicians, because they were individuals with initiative, Salespeople who realized the difficulties of their customers in the automotive industry to paint their cars with two colors and developed a tape to solve the problem, First attempts failed: they had not worked with tapes, the president asked Drew's boss to remove him from the project, Drew continued with the project and the masking tape came up and then created Scotch tape.were salespeople or technicians, because they were individuals with initiative, Salespeople who realized the difficulties of their clients in the automotive industry to paint their cars with two colors and developed a tape to solve the problem, First attempts failed: they had not worked With tapes, the president asked Drew's boss to remove him from the project, Drew continued with the project and the masking tape came out and then he created the Scotch tape.were salespeople or technicians, because they were individuals with initiative, Salespeople who realized the difficulties of their clients in the automotive industry to paint their cars with two colors and developed a tape to solve the problem, First attempts failed: they had not worked With tapes, the president asked Drew's boss to remove him from the project, Drew continued with the project and the masking tape came out and then he created the Scotch tape.Drew continued with the project and the masking tape came out and later he created the Scotch tape.Drew continued with the project and the masking tape came out and later he created the Scotch tape.
Initiative Individuals, Art Fry: He decided to create a marker that would stick to the pages, but could peel off without damaging the paper, but he also built a machine in one night. The idea of a boss is not widely accepted, entrepreneurs like to think that they control their destiny. It is rare the occasion in which a boss gives a command or command Administration bottom-up. Senior executives act as mentors, trainers and sponsors and developing ideas for new products is sacred. The obligation to prove that the idea is good is replaced by the obligation to steal that the idea is useless. Corporate requirement dictates that at least 25% of your sales must come from products that did not exist five years ago. Center-top-low administration: Canon.They asked researchers to create a relatively new copier
Develop a multi-feature product that can be used by anyone and produced at low cost, and consistently clear and stable copies
The smallest and lightest in the world, creating Goals. Price equivalent to half the smallest copier on the market. Avoid maintenance as much as possible Be creative and contain a fun element. Center-Top-Low Management: Canon, Product Design & Feasibility Study Team, Taking Technical Analysis First into Account, Why Are Copiers So Expensive? Why do they need so much service? Center-top-low management: Canon and created a disposable cartridge
What if the problematic part of the copier (the drum and its mechanism) were made disposable so that after obtaining a certain number of copies the user would throw away the entire module and insert a new one. The copier would not need maintenance. The multi-disciplinary nature of the strategic force provided its members with some long-term benefits "I got a huge benefit from knowing what to ask whom." Center-top-low administration: Canon. Hiroshi Nitanda, who was assigned the assistant leader of the mini copier strategic force group, attributed the success of the project to the open and honest dialogue between the team members, even though they belonged to different functional groups and had different ages and titles..
Comparison of the three management models, first is the creation of knowledge, then the executives created and justified the concepts, but also the managers served as sponsors or mentors, the mid-level executives were responsible for carrying out the five phases of the process and of involving both managers and front-line employees. Explicit knowledge was created and the form of conversion was that of combination and exteriorization and this provides an appropriate setting to carry out the four forms of knowledge conversion. The communication was transmitted to the lower levels as an order or instruction. The ideas generated by the individuals with initiative are communicated by the individuals involved, who work on the basis of self-organization.They rely on two-way communication, such as dialogue, field sessions and drinking meetings and often make use of metaphors and analogies, so they were all a team, and like all the people in a knowledge-creating company are creators of knowledge, The value of the contribution of each member is determined more by the importance of the information, than by the position that the person occupies in the hierarchy of the company, The creation of knowledge is the product of the dynamic interaction of Practitioners Knowledge EngineersAnd since all the people in a knowledge-creating company are knowledge creators, the value of the contribution of each member is determined more by the importance of the information, than by the position that the person occupies in the hierarchy of the company. Knowledge creation is the product of the dynamic interaction of Knowledge Practitioners, Knowledge EngineersAnd since all the people in a knowledge-creating company are knowledge creators, the value of the contribution of each member is determined more by the importance of the information, than by the position that the person occupies in the hierarchy of the company. Knowledge creation is the product of the dynamic interaction of Knowledge Practitioners, Knowledge Engineers
Knowledge Officers and the Knowledge Creator Team
All individuals involved in the creation of knowledge in the company
It is made up of: Knowledge practitioners - Line employees, Knowledge engineers - Mid-level executives, Knowledge officials - Senior managers.
Knowledge practitioners are responsible for the accumulation and generation of both tacit and explicit knowledge, They interact especially with tacit knowledge specialists in knowledge, They interact especially with explicit knowledge
Knowledge engineers.
Responsible for the conversion of knowledge from tacit to explicit and vice versa
They facilitate the four forms of knowledge conversion, accumulate, generate and update tacit knowledge every day, functioning almost like walking files
The quality of knowledge they accumulate and generate is determined by the quality of their experiences on the front line of the business. Engineers and knowledge officers should assign them tasks that demand as much exploration and are as challenging as possible, They accumulate and generate abundant tacit knowledge in the form of embodied skills based on experience, They accumulate, generate and update knowledge, but in a A different type from that handled by knowledge operators. They mobilize well-structured explicit knowledge in the form of technical, scientific and other quantifiable data. Strategic planners
Specialists working in support positions such as finance, personal, legal, and marketing research, They primarily use the mind: High intellectual standards who have a strong sense of commitment to recreate the world according to their own perspective and have a wide variety of experiences both inside and outside the company and ability to hold dialogues with clients and with colleagues in the company but are open to the possibility of conducting light discussions and debates with other people, and ability to enunciate a vision of knowledge that gives sense of direction,and ability to justify the quality of knowledge created and talent to choose the right team leader and Ability to interact with team members with the ability to direct or manage the total knowledge creation process.
KNOWLEDGE MANAGEMENT (KM)
Knowledge is the use of data and information in interrelation with the potential of skills, competencies, intuitions, and motivations of people. Therefore, knowledge is more relevant to sustaining business than capital, labor, or land. It is essential for action, performance and adaptation and provides the ability to respond to new situations. From a holistic point of view, knowledge is part of ideas, judgments, talents, relationships, perspectives, and concepts. It is action, focused innovation, shared experience, it has to do with personal relationships and alliances, it is, in short, an added value of behavior and activities. Taking this perspective,We must consider two aspects related to knowledge that are vital for viability and success at any level:
The data: these must be applied and exploited. It is necessary that they be increased, preserved and used to the maximum by both individuals and organizations.
The processes related to knowledge: the creation, construction, compilation, transformation, transfer, application and safeguarding of knowledge must be explicitly and carefully managed in all affected areas.
Knowledge is stored in the minds of individuals or it is encoded in organizational processes, documents, products, services and systems.
From an organizational point of view, knowledge is the foundation and driver of the post-industrial economy. Organizational knowledge is the result of learning that provides the only lasting competitive advantage. In order for it to become a true added value, it is necessary that the organizational knowledge is focused, available to everyone and that it can be shared.
Knowledge management (KM) is the process by which the creation, dissemination and use of knowledge is governed. It involves doing a review of intellectual capital focusing on unique resources, critical functions and obstacles that could threaten the flow of knowledge for daily use within the organization. This process implies a continuous renovation of the organization's knowledge base, for which it is necessary to create support structures and implement technological intelligence instruments, emphasizing teamwork and the dissemination of knowledge.
As knowledge is the result of a "construction" process, it is not directly observable; it is something specific to the cognitive system that has created it (meaning the interrelation between individuals and their talents, the cultural environment and the social environment), and it does not reside outside of it. Thus, knowledge management makes it possible to take advantage of both the experience and the work product of all the individuals that make up a company, it means gaining knowledge from their own experience and that of others and applying it to fulfill the mission of the organization.
KM protects and preserves organizational knowledge, generates opportunities to expand decision-making possibilities, improves services and products, and adds flexibility to the organization. Furthermore, it complements and enhances other organizational initiatives such as total quality management (TQM) and the business reengineering process (BPR), providing new points of urgency to maintain a competitive position. KM in organizations should be considered from three perspectives with different horizons and purposes:
Business Perspective: focused on why, where and what part of the organization should invest in or exploit knowledge. Strategies, products and services, alliances, acquisitions and investments must be considered from points of view related to knowledge.
Management Perspective: focused on determining, organizing, directing, facilitating and monitoring the practices and activities related to the knowledge that are necessary to carry out business strategies and achieve the desired objectives.
Operational Perspective: focused on the application to tasks of specific skills related to knowledge (training).
Active and effective knowledge management requires new perspectives and techniques and reaches virtually every facet of an organization. The practice of this activity is mainly related to two aspects. On the one hand, the knowledge component in the activities that must be treated as an explicit interest that is reflected in the strategies, policies and practices at all levels of the organization; and, on the other hand, the direct connection between the intellectual capital of the organization (both explicit or documented and implicit or subject to the personal capacities of the individuals that compose it) and its positive results. Therefore, it includes the identification and inventory of intellectual capital and the possibility of generating new knowledge to obtain competitive advantages.
In this process, relationships with other management practices and strategies known as reengineering, risk management and change are detected. Its implementation includes methods from technology to access, control and disclose information as well as all methods that allow changing the culture of the organization.
We currently have new concepts and solutions from a variety of disciplines that can be applied to measure and manage knowledge. Technology can also provide new tools.
We must accept that the nature of business has changed on at least two important issues:
1) Skilled work, based on knowledge, has a different character from physical work.
2) The skilled worker is almost completely immersed in a computerized environment. This new reality dramatically alters the methods by which we must manage, learn, represent, interact, and solve problems.
You cannot solve the business problems of the Information Age, or gain competitive advantages simply by adding people or information. Neither can knowledge problems be solved with approximations from an approach taken from the product-oriented economy. These solutions would be reactive and inappropriate. This is why it is necessary to define in a clear, rigorous and widely accepted way the fundamental characteristics of knowledge in a computerized environment.
¿ Why apply management strategies knowledge ?
To be useful to their customers and remain competitive, companies must: reduce their time cycles, operate with fixed minimum inputs, shorten product development time, improve their customer service, carry out adequate empowerment with their employees, innovate and generate high-quality products, expand their flexibility and adaptation, capture information, create technology, share and learn. None of this is possible without creating a focus of knowledge about the job and the market. This knowledge must be continuous, up-to-date, and accessible to all employees and groups in the organization.
Regarding the general business knowledge that has already been gathered, we could make a list of its most important points taking the data provided by the Artificial Intelligence Applications Institute (University of Edinburgh) that identify some of the specific factors of business in the actuality:
Markets are becoming more competitive and the renewal rate is increasing.
Reductions in staff create the need to replace informal knowledge with formal databases. Competitive pressures reduce the size of the workforce that possesses valuable knowledge about business. The time that can be used to gather experience and gain knowledge has decreased. Early retirements and increased mobility of the workforce lead to loss of consciousness. As small companies are the source of transnational operations, it is necessary to manage more and more complexity.
Changes in strategic direction can result in a loss of knowledge in a specific area. Most of our work is based on information. Organizations compete on the basis of knowledge. Products and services are increasingly complex and are based on a significant information component. Ultimately, knowledge and information have become the medium where business problems develop. Thus, small companies need formal knowledge management approaches even more than larger ones since they lack the market location, inertia, and resources of large companies.
A brief history of the KM
The practices associated with knowledge management are rooted in a wide variety of disciplines and domains. Some management theorists like P. Drucker, P. Strassmann and P Senge in the USA have contributed to the evolution of KM. Ducker and Strassmann stressed the growing importance of information and made explicit the place of knowledge as one of the organizational resources, and Senge emphasized the concept of ¨learning organization¨ as the cultural dimension of knowledge management. E. Roger's work on the diffusion of innovation carried out at Stanford and T. Allen's research on information and technology transfer carried out at MIT, both from the 70's, also contributed to understanding how it is produced,uses and disseminates knowledge within organizations. Already in the mid-1980s the importance of knowledge as competitive capital began to become evident, despite which classical economic theories continued to ignore its value and most organizations still lack the strategies and methods to manage it.
The recognition of the growing importance of organizational knowledge was accompanied by a concern about how to deal with the exponential increase in the amount of accessible knowledge and the increasing complexity of products and processes. The information technology that contributed so much to the information glut began to become part of the solution.
Different approaches in knowledge management.
There are many different ways to approach the multifaceted world of KM. Which could be categorized as follows:
- Mechanistic approach: characterized by the application of technology. His main claims include:
* Better access to information including expanded methods of access and reuse of documents (hypertext, databases, full-text search, etc.)
* Intranet technology and on-line group work
-Cultural / behavioral approach: with roots in the reengineering and change management processes, it tends to see the problem of knowledge as a subject of the administration itself. This approach focuses more on innovation and creativity than on sifting through existing resources. His main claims:
* Organizational behavior and culture must change dramatically. Organizations as they were conceived until today have become dysfunctional in computerized environments.
* Behavior and organizational culture can but not through technology, which has already reached its limit of effectiveness. A holistic view of the problem is required.
Systematic approach: maintains faith in the rational analysis of the problem of knowledge. Some statements:
* The only important thing is the results that can be verified experimentally.
* Traditional methods of analysis can be used to re-examine the nature of knowledge work and solve its problems.
The 5 ways of generating knowledge are: Acquisition; Dedicated resources, Fusion, adaptation and knowledge networks. And the characteristics of the knowledge acquired are: It means knowledge acquired by an Organization and the knowledge developed in it. It doesn't have to be created lately - just new to the organization. Originality is less important than utility (Thief of the Year). The most direct way to acquire knowledge is to buy it or hire individuals who possess knowledge. When a company acquires another for its knowledge, is she there? Buying the knowledge that exists in people's heads and in communities of connoisseurs. But is it not easy to measure the knowledge that is acquired? Because there are no reliable analytical tools to measure the value of this knowledge.It is very subjective. Along with the problem of measuring the value of acquired knowledge, there is another problem and that is determining exactly where the knowledge resides. The knowledge you think you are buying can go out the door. Still other problems that arise with acquired knowledge is the acquisition process disrupts the ecology of the knowledge-creating environment. But the company may not be successful at integrating the new knowledge effectively. A common type of knowledge rent is when financial support from a university or research institute exchanging the right of first commercial use of the promised results and is hiring a consultant to share their knowledge or apply it at a particular point,But one thing to remember about the knowledge rent is to make sure that steps are taken to retain the knowledge, it must be available to clients in some structured format.
The acquisition by dedicated resources is the generation of knowledge establishing a group specifically for that purpose. But it takes time. A short-term view with short completion times. But the most serious problem is the transfer of knowledge to where it can be used. And the difference of knowledge by fusion is bringing people with different perspectives to work on a problem or project forcing them to come up with a joint answer. Here are the five principles of Knowledge Management that can help make the merger work.
Promote awareness of the value of knowledge sought and a desire to invest in the process of generating it. Identify key knowledge workers that can be brought together effectively in a fusion effort. Emphasize the creative potential inherent in the complexity and diversity of ideas, seeing differences positively, not as sources of conflict, and eliminating simple answers to complex questions. Make the need for knowledge generation clear, rewarded and directed towards a common goal. Introduce measures and indicators of success that reflect the true value of knowledge in a more complete way than a simple accounting report.
For the generation of knowledge by adaptation to take place, external and sometimes internal changes are needed that cause a business to adapt to the competition. But many do not adapt because they are successful and the companies that are successful are the ones that have the most difficulty in adapting, because if everything is going well, why change? This demands it (a major rigidity) and is the tendency of companies to remain with a successful and protected track record. That is why many companies have problems adapting to these changes because they have been working at full capacity for a long time and this does not change overnight. To adapt you have to have internal resources and capacities that can be used in new ways and Be open to change or have a high “absorptive capacity”.
Knowledge is generated by self-organizing informal networks that can eventually become formal. The community of connoisseurs: A group of people united by common interests, who usually speak in person, by phone, email, and groupware to share experiences and solve problems together. What is a common denominator for the forms of knowledge generation?. A need to adapt time and space dedicated to the creation or acquisition of knowledge. Recognizing that the generation of knowledge is an important activity for the success of business and a process that can be nurtured and above all have its corporate background.
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