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

*Current Issues in Knowledge Management*

**Skills**

*Routines*

**Intangible elements**

Collective knowledge

*Knowledge that is incorporated within models and regular and predictable behaviors*

*(Tacit knowledge embodied by individuals)*

Personal knowledge *Private knowledge*

*Knowledge of company history and* 

Specific knowledge belonging to each

*Knowledge that is a volatile intangible resource, which depends on the continuity of the presence of employees in the company*

*Knowledge of the environment (customers, competitors, technologies) and* 

*People's abilities Professional knack*

*decisional contexts*

*socioeconomic factors*

individual

**Know-how** *(Explicit knowledge)* **Tangible elements**

Collective knowledge *Knowledge that can be though as objects*

Information source of knowledge for someone ©Michel Grundstein

*The two main categories of organization's knowledge.*

**Table 2.**

*Knowledge that is formalized within documents and/or codified into data bases*

itself. With regard to this question, since 2001, our group of research3

Defensive routines *Knowledge that are obstacles* 

Constructive routines *Knowledge that favors innovation and change*

*to change*

managerial and socio-technical approach to KM defined as follows [27]:

**3. Distinguishing two main approaches underlying knowledge** 

In this section we will refer to our research that leads to distinguishing two main approaches underlying KM: (i) a technological approach that answers a demand of solutions based on the technologies of information, communication, and artificial intelligence and (ii) a managerial and sociological approach, which is peoplefocused and integrates knowledge as resources contributing to the implementation

<sup>3</sup> SIGECAD Research Group is created in 1998, in which domain topics are information system, knowl-

KM is the management of the activities and the processes that enhance the utilization and the creation of knowledge within an organization, according to two strongly interlinked goals, and their underlying economic and strategic dimensions, organizational dimensions, socio-cultural dimensions, and technological dimensions: (i) a patrimony goal, and (ii) a sustainable innovation goal (p. 980).

The *patrimony goal* has to do with the preservation of knowledge, their reuse, and their actualization; it is a static goal. The *sustainable innovation goal* is more dynamic. It is concerned with organizational learning that is creation and integration of knowledge at the organizational level. This definition of KM, by focusing on managerial and organizational problems linked to socio-technical environment and organization's value-added processes, highlights the economic and strategic dimension of KM. It leads to integrate the whole dimensions that should be involved in the management based on knowledge within organizations. In doing so, it induces a well-balanced technological, organizational, and socio-technical management based on knowledge strategy that mutualizes and structures the various themes

has adopted a

**38**

discussed in this chapter.

of the strategic vision of the organization.

edge management, and decision aid.

**management**

Snowden [28] consolidates our research when writing about developing practices of knowledge management (pp. 241–242). He identifies two different approaches to KM: (1) an approach that arises from information management where knowledge is seen as a thing or entity that can be managed and distributed through advanced use of technology and (2) an approach that sees the problem from a sociological vision where knowledge is seen as human capability to act.
