“Theory of knowledge-based organizations,” says the success of organizations is based on its ability to integrate the expertise of its members, which allows you to generate competitive advantages in the market. This view puts the knowledge as the linchpin of enterprises and highlights its importance to determining the most important aspects of the organizations, the main features of a knowledge-based organization are:
– The main role of the organization is the integration of knowledge for its application, rather than its creation or transmission. It considers that the maximum efficiency of a team is when the knowledge of its members are different, the organization is not enriched when members have repeated knowledge, although there is a minimum necessary as the language to integrate different knowledge.
– The organization is aware that knowledge resides in people so they must develop strategies for managing people. This part of the understanding that much of the knowledge is Tacitus and resides within people, making it very difficult to transmit, and only a small part is explicit and documented and can be easily shared.
– An organization only learn when its members learn new skills or acquire new members with different expertise to the organization is incorporated.
– The primary reason for integration of knowledge function is the coordination which is done through formal and explicit mechanisms or informal and implicit mechanisms which may include: a) standards and guidelines, b) Sequencing, c) Routines and d) working groups.
– The competitive advantage of an organization is given by their abilities which are the result of integrating the expertise of its members; This advantage will be sustainable over time as it cannot be imitated by competitors; the more knowledge is integrating the organization, the greater the difficulty of being imitated.
– The organization is not hierarchical structure, is based on the most efficient way to integrate the knowledge of its members, an example of this are the organizations projectized or team-based work.
– The decisions are not made based on hierarchies but through systems that collect the opinions of members with greater knowledge in the organization.
– They are aware that managers lack the knowledge of their equipment so their role is not decider, but facilitators of integration of knowledge among work teams for making decisions based on knowledge of the organization.
– There is an awareness that the main resource of the company is knowledge, and much of the knowledge resides in employees, therefore the increased value of the company is its employees.
All these concepts were studied by Professor Robert M. Grant of the University of Georgetown in its publication “The Knowledge-based View of the Firm,” which gives us the opportunity to reflect whether strategies Knowledge Management we try to implement They align with the fundamental concept of organization where we are applying, since it is possible that the major constraint to the success of knowledge management is the concept of business organization to which we belong.