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

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


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

**47**

**Table 3.**

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

**5.5 MBK guiding principles**

the quality management system.

**Indicators Objective**

(knowing how)

cases)

Nature of knowledge

Quality of knowledge

Depth of knowledge

Extent of knowledge

Stability of knowledge

*Indicators of knowledge complexity.*

with COBIT® 5 [48].

mutualizes and structures the various themes discussed in this chapter. It should result in a MBK that takes into account the individuals and which has to allow them to be autonomous and to achieve their potentialities. Thus, the MBK fosters a "people-focused KM" as proposed by [9] who states: "our emphasis is on people and their behaviors and roles in enterprise operations" (p. XXV). MBK rests on the *general system theory* first established by [46] who cares very much on the humanist

The MBK guiding principles should bring a vision aligned with the enterprise's strategic orientations and should suggest a MBK governance principles by analogy

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

approach. It is inspired by the work of [47] who focused on complexity.

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

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.

(knowledge that is generally used and used unconsciously)

(knowledge that is generally used and used unconsciously)

are accompanied by a temporal modality)

Distinguish between declaratory knowledge (knowing what) and procedural knowledge

Characterize specialized knowledge that relates to narrow areas with precise limitations (e.g., knowledge acquired in a scientific discipline) and commonsense knowledge

Determine the surface knowledge that is implemented by experts in tasks within their field (knowledge that allows them to associate with a known situation the appropriate actions, without having to "go down" to the level of a causal model) and deep knowledge (those of laws and principles, implemented by novices or by experts confronted with unknown

Characterize specialized knowledge that relates to narrow areas with precise limitations (e.g., knowledge acquired in a scientific discipline) and commonsense knowledge

Distinguishing static knowledge (those that do not depend on time at least in sufficiently long intervals) and dynamic knowledge (those which concern evolutionary processes and mutualizes and structures the various themes discussed in this chapter. It should result in a MBK that takes into account the individuals and which has to allow them to be autonomous and to achieve their potentialities. Thus, the MBK fosters a "people-focused KM" as proposed by [9] who states: "our emphasis is on people and their behaviors and roles in enterprise operations" (p. XXV). MBK rests on the *general system theory* first established by [46] who cares very much on the humanist approach. It is inspired by the work of [47] who focused on complexity.
