*4.2.2 Impact of individual's culture on the organization's information and knowledge system*

We think that the individual's culture is one of the bases on which employees' interpretative frameworks are deeply rooted. As employees' interpretative

**43**

**Figure 1.**

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

enable efficiency in an intercultural world.

*The organization's information and knowledge system (OIKS/SICO).*

frameworks are transducers that give sense to information and codified knowledge, individual's culture is a key factor to enable employees to make sense to information that they access from the digital information systems and so internalize it and transform it into action. Consequently, we stress the role of cultural factors every time social interactions and sharing of information and knowledge are essential to

In their research, [43] state that "one of the main difficulties in the analysis of culture and its impact on KM initiatives is to separate the business from the national culture" (p. 233). They focused on five national cultural dimensions, which are power distance, tolerance of ambiguity, individualism/collectivism, time orientation, and doing/thinking (pp. 241–242). These indicators provide empirical evidence that they have an impact on the individual's cognitive abilities and so develop different interpretative frameworks. Accordingly, when considering the knowledge worker as a user and a component of the organization's information and knowledge system, we suggest regarding these indicators as criteria to develop a cultural analysis study in order to conceive, realize, and implement collaborative information systems.

**5. From capitalization on organization's knowledge to management** 

In this section, looking to the capitalization on knowledge problem within organizations, we position our vision of the management based on knowledge.

back in 1990 in a large French company. The object was to preserve and obtain greater value from the know-how and the skills acquired in the field of knowledge engineering, in extension of the company's deployment into applied artificial intel-

The concept of "capitalization on organization's knowledge" was first expressed

**based on knowledge within organizations**

ligence and knowledge-based systems.

<sup>4</sup> SICO in french: Système d'Information et de Connaissance de l'Oganisation.

**Figure 1.**

*Current Issues in Knowledge Management*

organization's information and knowledge system".

**4.2 Organization's information and knowledge system**

*4.2.1 Description of the organization's information and knowledge system4*

socio-technical subsets of the organization [16] (p. 202).

processed, and diffused by them or by the DIS.

tion; and a "Machine to Machine" interaction." [16].

are associated with" (p. 172).

*system*

the organization considered both as users and as components of the system. This system is described in the following subsection. We refer to it by the expression "the

**Figure 1** represents the organization's information and knowledge system. This system is a local subset of the organization's socio-technical system (individuals interacting between themselves, with machines, and with the system itself). The organization's information and knowledge system consists of:

• A digital information system, an artifact based on information, communication, and artificial intelligence technologies (including Web 2.0 and Big Data applications) that ensure the consistency of the different DIS specific to the

• An information system (IS), constituted by individuals who, in a given context, are processors of data to which they give a sense under the shape of information. This information, depending of the case, are transmitted, stored,

• A knowledge system (KS), consisting of the tacit knowledge embodied by the individuals and the explicit knowledge formalized and encoded on any form of media (document, video, photo, digitized or not). Under certain conditions (Section 2.3.1), digitized knowledge may be transmitted, stored, processed, and disseminated by the DIS. In that case, knowledge is no more than information. We refer to them by the expression "information source of knowledge for someone."

Information systems and knowledge systems are based on digital information systems. The latter constitutes, on the one hand, the source and support of the company's decision-making and management processes and, on the other hand, the structuring base of the companies in which they are designed and deployed. The DIS is the artificial system (artifacts) designed from information, communication, and artificial intelligence technologies. Considering the possibilities provided by artificial intelligence, in particular "deep learning" technologies, "several interactions must be considered: a "Man to Man" interaction; a "Man to Machine" interac-

We insist on the importance to integrate the individual as a user and a component of the system. In their study on the design of knowledge management collaborative systems (CKMS), Chua and Brennan [42] reinforce our point of view. These authors point out that "One of the most important components of CKMS is the knowledge workers, who are also the users of the system, and the Workspaces they

*4.2.2 Impact of individual's culture on the organization's information and knowledge* 

We think that the individual's culture is one of the bases on which employees' interpretative frameworks are deeply rooted. As employees' interpretative

<sup>4</sup> SICO in french: Système d'Information et de Connaissance de l'Oganisation.

**42**

*The organization's information and knowledge system (OIKS/SICO).*

frameworks are transducers that give sense to information and codified knowledge, individual's culture is a key factor to enable employees to make sense to information that they access from the digital information systems and so internalize it and transform it into action. Consequently, we stress the role of cultural factors every time social interactions and sharing of information and knowledge are essential to enable efficiency in an intercultural world.

In their research, [43] state that "one of the main difficulties in the analysis of culture and its impact on KM initiatives is to separate the business from the national culture" (p. 233). They focused on five national cultural dimensions, which are power distance, tolerance of ambiguity, individualism/collectivism, time orientation, and doing/thinking (pp. 241–242). These indicators provide empirical evidence that they have an impact on the individual's cognitive abilities and so develop different interpretative frameworks. Accordingly, when considering the knowledge worker as a user and a component of the organization's information and knowledge system, we suggest regarding these indicators as criteria to develop a cultural analysis study in order to conceive, realize, and implement collaborative information systems.
