In the context of a complex, uncertain and highly competitive environment, any enterprise that seeks to remain competitive should mobilise its collective intelligence and manage its knowledge.This requires a set of systems shared by the various actors, which enables the enterprise to face major cultural, organisational and strategic challenges. By facilitating co-ordination between and the sharing of information by the actors, the new information and communication technologies offer a new answer to this issue of engineering collective knowledge …
Knowledge Management is, indeed, a multi-disciplinary approach which handles knowledge throughout its life cycle: creation, development, profitable use and dissemination…
Knowledge Management reinstates man in the centre of the system. It is a veritable enterprise project, for it mobilises all the actors and serves as a catalyst for change.
In this presentation, we intend to show how Knowledge Management can, through enhancing the knowledge resources and changing the operating modes, sustain growth, strengthen alliances and partnerships, manage competencies in the service of development, as well as identify, monitor and manage the levers of growth.
Knowledge Management implies a management of information and its sources with a view to facilitating access to and use of the knowledge and know-how developed by the enterprise. This is a specialty that involves several levels: organisational, financial, economic, technical, human and legal.
In the context of a community of individuals, we need to define the concept of organisational knowledge:
- Is it the sumtotal of the knowledge held by individuals or is it the conjunction of such knowledge?
- Is there a body knowledge independent from the actors that have created it?
- What interactions obtain between the body knowledge of any two individuals, a group, an enterprise? ·
- What interactions obtain between implicit bodies of knowledge and explicit ones?
- What systems are likely to facilitate such interactions?
