**5.5 MBK guiding principles**

*Current Issues in Knowledge Management*

link with innovation processes.

link with business intelligence processes.

be encouraged.

(pp. 124–159).

[48]. When formalizing knowledge is not feasible, then interactions of people through social networks, communities of practice, or other types of networks implemented, and the transfer of master-apprentice-type knowledge should

• The *enhancing, core MBK process***,** deals with the added-value of know-how and skills: it is necessary to make them accessible according to certain rules of confidentiality and safety, to disseminate them, to share them, to use them more effectively, to combine them, and to create new knowledge. Here is the

• The *actualizing, core MBK process***,** deals with the actualization of know-how and skills: it is necessary to appraise them, to update them, to standardize them, and to enrich them according to the returns of experiments, the creation of new knowledge, and the contribution of external knowledge. Here is the

When considering the capitalization on knowledge problem within organizations, we do raise the problem that concerns interactions between the core MBK processes mentioned above and the management process for knowledge creation and use. This problem is linked to our vision of the managerial and socio-technical approach of KM that, from our point of view, is adapted to the digital transformation of the organizations. Indeed, this transformation leads to replace a determinist attitude strongly deep-rooted in our education, by a constructivist attitude that characterizes our approach of KM. We call it "management based on knowledge" problem (**Figure 2**). Thereby, managers have to pass from a posture of authority and of control to a

**5.4 Positioning management based on knowledge within organizations**

posture of incitation of support and accompaniment. We have to:

• Align the MBK with strategic orientations of the organization.

• Facilitate/motivate/organize/coordinate concerned employees.

• Educate/inform/train the members of the organization.

• Engage all organization's stakeholders.

• Manage specific activities and processes.

• Create fair conditions to cooperative work.

• Measure and follow up The MBK activities.

• Promote knowledge sharing.

• Develop indicators.

• Develop a vision like the middle-up-down management suggested by [1]

Our vision of KM, defined in Section 2.4, induces a well-balanced, technological, organizational, and socio-technical management based on knowledge strategy that

**46**

The MBK guiding principles should bring a vision aligned with the enterprise's strategic orientations and should suggest a MBK governance principles by analogy with COBIT® 5 [48].

In particular, MBK indicators must be established. Numerous publications and books relate to that subject. From our viewpoint, two main categories of indicators should be constructed in order to monitor a MBK initiative: (1) a category of indicators that focuses on the impacts of the initiative favoring enhancement of intellectual capital and (2) a category of indicators that insures monitoring and coordination of MBK activities, measuring the results, and insuring the relevance of the initiative. Furthermore, we can add a category of indicators focused on knowledge itself. For instance, indicators of knowledge complexity are presented in **Table 3**.

In addition, we should find a way to get a good articulation between the Deming's cycle and the organizational learning. **Figure 3** shows this articulation. Firstly, we refer to the PDCA cycle of activities—plan, do, check, and act [49]. This cycle, first advocated by Deming (1992) is well known as the *Deming's cycle* by quality management practitioners. The PDCA cycle has inspired the ISO 9004 (2000) [50] quality standards in order to get a continuous process improvement of the quality management system.

Secondly, we refer to the *single-loop learning* and *double-loop learning* defined in the Argyris and Schön's organizational learning theory [51]. Thus, we point out the key contribution of Knowledge Management to *Change 2* defined by [52]. **Figure 3** shows the articulation between Deming's cycle and organizational learning.

