**6. Conclusions and perspectives**

In a world disrupted by the omnipresence of digital technologies, organizations have become complex socio-technical systems in perpetual mutation. Cooperation and mobility become an essential form of work which requires that decision-makers have specific individual and collective skills, adapted to the values and cultures of each geographical location. Organizations become aware of the need for continuous personal and collective learning and of the contribution of each, especially of the crucial impact of their tacit knowledge.

In this paper, we provided theoretical and practical reflections and outcomes from our industrial experience and our researches. Thus, we have transferred our managerial and socio-technical approach of knowledge management to our concept of management based on knowledge as a managerial function. It consists in animating, organizing, coordinating, and monitor activities and processes to enhance the use and the creation of knowledge within an organization. That is done according to a well-balanced perspective of the knowledge within organization: a cognitivist perspective and a constructivist perspective. We identified two main approaches underlying KM: a technological approach and a managerial and sociological approach. We described the three fundamental postulates that are the basis of our own approach called "managerial and socio-technical" approach to knowledge management. We introduced the concept of organization's information and knowledge system. We positioned our concept of the management based on knowledge with regard to the problem of capitalization on knowledge within organizations. Finally, we suggested MBK guiding principles and indicators on knowledge complexity.

In this paper, we state that knowledge is not manageable as if it was data or information. Consequently, faced with digital transformation, one should be aware

**49**

**Author details**

Michel Grundstein

LAMSADE, Paris Dauphine University, France

provided the original work is properly cited.

professionals, researchers, and students.

\*Address all correspondence to: michel.grundstein@yahoo.fr

© 2019 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium,

*Toward Management Based on Knowledge DOI: http://dx.doi.org/10.5772/intechopen.86757*

of limitations of "Big Data" and the associated techniques. Effectively, these technologies might suggest that digital information systems provide access to the tacit knowledge crucial for decision-making and action. However, taking into account the elements brought in this chapter, we argue that digital information systems provide only information whose data are filtered by the decision-makers' interpretative frameworks and then interpreted with their own tacit knowledge in order to give them meaning. Moreover, we should consider that data are gathered and processed by algorithms, themselves, influenced by the interpretative frameworks and tacit knowledge of their designers. So, considering the information received by the user, though originated from the formalized and encoded knowledge of the experts, there is no evidence that the user's tacit knowledge that results from this process is identical to that of the experts who produced it. That presents the risk of

From our point of view, researchers in the analytics and digital field should pay attention to the possible consequences of their work according to the domain and the context of their applications. To this end we could develop research on the rules insuring the relevance of information and enabling measuring the impact of algorithms with regard to their domains of applications. This raises the problem of ethic and responsibility of algorithms in the organizations' socio-technical systems. To conclude, this chapter retraces and completes our road toward management based on knowledge. We hope that it would generate fruitful reflections to those who will be called to contribute to the digital transformation of the organizations:

misunderstanding and can lead to irrelevant decisions and actions.
