Knowledge Management (KM)
Introduction
Knowledge management (from English knowledge management) is a concept that emerged in 1986 as a phenomenon applied in training organizations. Its purpose is to transfer knowledge from the place where it is generated to the place where it will be used (Fuentes, 2010),[1] and involves the development of the "Competence (learning)") competencies necessary within organizations to share and use it among their members, as well as to value and assimilate it if it is found outside of them. Knowledge management is different from information management, although they are somewhat related.
In the organizational field, knowledge management focuses on each person in the organization knowing what the other knows with the aim of improving the organizations' performance.
Definitions and general characteristics
Definitions
The concept of knowledge management does not have a single definition, since it has been explained by different authors in different ways according to each perspective of analysis, emphasizing some of its particular characteristics (Fuentes, 2010: pp. 114-115.)[1].
The definition for the organizational scope is about each person in the company knowing what the other knows in order to improve business results (Belly, Pablo, 1999).
Knowledge resides in the complex system of processes that results in the materialization of goods or services (Cordero Borjas & García Fernández, 2008).[2] According to Múnera and Franco (2002) cited by (García Fernández & Cordero Borjas, 2008), there are two basic supports of knowledge: 1) Human capital that intervenes in the production processes or organizational support (training, capabilities, qualities personal, among others); and 2) The information handled in said processes, which enables these people to increase their training or skills to carry out their tasks.
Intrinsic value:
Regarding these same determinations, Nonaka et al. (2000: p.1)[3] and Barney (1991: p.112)[4] consider that giving knowledge the quality of a resource with the quality of being difficult to imitate, makes it a rare and at the same time valuable element, which constitutes a potential source of competitive advantage for organizations.