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indice
introduccion
Knowledge management since the point of view of the researchers.

Knowledge management was defined by Nonaka and Takeuchi (1995) as the

process of applying a systematic approach to the capture, structure, management,
and dissemination of knowledge throughout an organization in order to work faster,
reuse best practices, and reduce cost of rework from project to project. Other
authors define it as the “ability of a company to increase tacit knowledge and create
the preconditions for information exchange between employees within an
organizational unit, and between organizational units” (Adams and Lamon 2003). For
other authors, it is "an organized process of creating, capturing, storing,
disseminating and using knowledge within and between organizations to maintain
competitive advantage" (Darroch 2003; Davenport and Prusak 2000).

Understanding the types of knowledge can lead to knowledge management (KM). It

needs to be concerned with both types of knowledge encountered in the professional
services organization that is both explicit and tacit.

Explicit knowledge can be collected and managed through infrastructure and

information technology solutions. This one is the simplest form of knowledge, and is
easily transferable because it is written and accessible. When the data is processed,
organized, structured and interpreted, the result is clear knowledge. Clear knowledge
is easy to express, record, communicate, and most importantly, in the world of
knowledge management, knowledge is stored.

Tacit knowledge is the knowledge that we have obtained from personal experiences
and experiences. If necessary, this information would be very difficult to write down,
articulate, or present in tangible form.

In the last decades, knowledge management has included many disciplines of

interest. Due to the interdisciplinary nature of knowledge management, the concept
of "knowledge management" is too complex to be explained by a common definition.
But ultimately, the concept of knowledge management technically means the cyclical
process of creating, acquiring, using and communicating knowledge. Today,
knowledge management has become one of the fundamental factors for
organizational survival and competitive advantage. In essence, knowledge
management has four main components: knowledge, people, technology, and
process. However, the success of an organization may depend on its ability to
leverage its intellectual assets.

From the knowledge management historical perspective, the classic knowledge

management assessment originated in the 1970s, when the writings of Peter
Drucker and Paul Strassman emphasized that clear knowledge and information were
considered valuable to organizations. However, Peter Senge's work emphasizes the
organization of learning and knowledge management. But in the late 1970s, Everett
Rogers and Thomas Allen laid the foundation for understanding how knowledge is
generated, implemented, and integrated in organizations. Although the concept of
knowledge as competitive advantage originated in the 1970s, it did not become
clearer until the mid-1980s. During this time, Peter Drucker and others developed
knowledge management ideas based on artificial intelligence and expert systems.
This development has resulted in the terms "knowledge retrieval", "knowledge-based
systems" and other computer-based entities.

Therefore, it has also contributed to the faster growth of knowledge management

systems. Then, in the 1990s, some large management consulting firms began to
implement internal knowledge management programs. As companies and
organizations drew attention to knowledge management, the number of published
articles, books, and newspapers also increased significantly. In 1994, the
International knowledge management Network was launched, based in Europe,
followed by the knowledge management forum in the United States. After that, many
other groups and publications related to knowledge management began to appear.
By the late 1990s, knowledge management projects had become big business, with
large international consulting firms introducing "knowledge management solutions."
For example, Ernst & Young, Arthur Andersen, and Booz-Allen & Hamilton. This can
be attributed to the failure of total quality management and other business process
initiatives, which in turn makes knowledge management a highly desirable
alternative. The development of knowledge management spans two generations.
The first generation of knowledge management was mainly based on technology, so
it was mainly related to the knowledge gathering process. However, the innovative
technology of the first generation of knowledge management led theorists to further
study the operational process of knowledge creation and sharing.

The second generation is basically concerned with people, behavior and ways of
working, rather than working on the application of technology. But the use of
technology is increasingly important both now and in the future from a knowledge
management perspective. Today, with the advent of smart technology, it can have a
huge impact on the way we work, learn and interact. According to John Bordeaux,
associate partner for social knowledge management at IBM Global Business
Services, intelligent technologies will impact knowledge management over the next
three years and change the way people and organizations incorporate technology
into their decision-making processes. Given the dynamic nature of today's
knowledge, knowledge management has become an organizational focus and
necessity. The need to manage knowledge in organizations can be explained by
various environmental factors. For example, the impact of globalization,
technological advances, competitive markets, and an aging workforce.

Organizations that can manage and use their knowledge effectively perform better.
In addition, knowledge management plays an important role in innovation
management at the organizational level. For example, foster a culture of open
innovation by sharing knowledge and working collaboratively among employees and
other external parties to develop new ideas. Through innovation, the organization will
be able to differentiate itself from the competition and this will help.

Knowledge management is often described as a strategic management tool for

organizations to manage collective information about employee experiences. To
create and implement KM as a strategic tool in the organization, it is extremely
important to align the KM strategy with the organization's mission, goals and
objectives. Furthermore, the successful implementation of knowledge management
in organizations also has to do with culture and people, because people are
essentially the source of knowledge. Basically, knowledge management can provide
organizational benefits such as effective decision-making process, competitive
advantage, and survival.
conclusiones
referencias
● http://www.scielo.org.co/pdf/tend/v19n1/2539-0554-tend-19-01-00140.pdf
● The Concept of Knowledge Management. (2018, September 04).
GradesFixer. Retrieved April 12, 2023, from
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