KNOWLEDGE MANAGEMENT MODELS:

ARTICULO PARA LA REVISTA ESPAÑOLA – CTS de la OEI

KNOWLEDGE MANAGEMENT MODELS:

Miguel Angel Soto Vidal
auditor Interno Quality ISO 9000
Coaching-Mentoring-Training
Ambassador REd SCI-CO UNU para Chile
Agente academico para Chile de ESEUNE-UV. España
Director del Capitulo Chileno de la Fundación Latinoamericana para la calidad (FLC)
Libertador Instituto Profesional de Los Andes – Chile
www.ipla.cl
miguelangelsotovidal@yahoo.com - msoto.ipla@gmail.com - msoto@ipla.cl - migansoto@hotmail.com


La presente cooperación e investigación para el presente foro. desde el 7 al 17 de diciembre del 2009, en el contexto de la universidad, sociedad del conocimiento y e-Learning. Como embajador de Sci-Co del vicerrectorado europeo de la Universidad de Naciones Unidas para Chile.

Abstrack:

BASICS:

These lines are intended as a first approximation to the concepts
with Knowledge Management. It is normal for any person, teacher, teacher and neophytes
approaching the discipline is lost in a tangle of seemingly similar concepts.
Some talk about knowledge management, other organizational learning
Some of Intellectual Capital, and even intangible assets.
Undoubtedly, the terminology does not help clarify what we mean.
Sometimes we introduce the same concepts with different names.
We will try to clarify what we mean when we discuss.
It also clarifies coming from an area such as administration and
economy remains a strong incentive to extrapolate the time as good
the concept of vocational training models (NEW)
FOR QUALITY EDUCATION (REFERENCES ISO 9000,
CERTIFICATION OF COMPETENCE FOUNDATION CHILE AND MISCELLANEOUS
KNOWLEDGE MANAGEMENT MODEL) AS REQUIRED
CURRENT EDUCATIONAL CHILENA. As a suggestion, note
and keep in mind.

Introduction:
Already for some time organizations realized that their assets
physical and financial resources are not capable of generating competitive advantages
sustainable over time, and find that intangible assets are those
provide real value to organizations. But what do we mean when
we talk about intangible assets?. Intangible assets are a number of resources
belonging to the organization, but are not measured from a point of
accounting perspective. Intangible assets are also the capabilities that are generated in the
organization when resources begin to work together, many people in place
speech capabilities of processes, or organizational routines.
Ultimately an intangible asset is anything that an organization uses
to create value, but that does not count.

Background:
Those holding any financial background, recall the so-called
goodwill. The goodwill is the difference between the book value of
the company and the price paid by it in a company acquisition. This concept
is an approach to the valuation of intangibles of a company in the case of
Education (the good teachers or teachers), but in itself
does nothing (it is a static concept), because often only materialize in
times of mergers and acquisitions. The ideal would be to analyze how they
intangibles evolve over time, ie be informed if our assets
intangible increase or decrease between comparable periods.

In this way, we can link with the concepts developed by the
Theory of Resources and Capabilities. This theory appears in the decade of the
eighties in the academic field, and can be considered the forerunner of
Knowledge Management, as it focuses on analyzing the resources and
capacities of organizations as a basis for formulating its strategy.
The resource-based theory falls within the so-called Strategic Analysis
and produces a shift from outside to inside the organization at the time of
analyze its strategic location.

Let's try to summarize briefly the fundamentals of the Theory of Resources and Capabilities:
1 .- The organizations differ from each other in terms of resources and
skills they possess in a given time. These resources and capabilities
not available for all companies under the same conditions.
This explains their differences in profitability.
2 .- The resources and capabilities are becoming a more important role in the strategy.
The question to be answered is: what can satisfy needs, not what
I want to meet needs.
3 .- The benefit of a company depends on the characteristics of the environment and
resources and capacities available.

Organizational Learning:
Having analyzed the importance of intangibles, we must remember that
most of them are usually based on information, learning and
knowledge. It is here where we can link theory and Resources
Organizational learning capacities. Through individual learning
and processes of recruitment, structuring and transfer of corporate knowledge
we can speak of organizational learning.
Organizational learning can increase the capabilities of an organization, ie,
is a means to allow the company to solve increasingly complex problems.
When a number of people begin to work together, at first usually
Coordination problems occur when time passes, they will refine the
processes and increasingly better job is done. This is organizational learning,
learn together to solve problems with a particular effect.

Knowledge Management:
Knowledge Management is, in short, the management of intangible assets
generate value for the organization. Most of these concepts are related
processes involved in one or another way to collecting, structuring and transmission
knowledge. Therefore, Knowledge Management is learning
their main organizational tool. Knowledge Management is a concept
dynamic or flow.
At this point we should ask what is the difference between
data, information and knowledge. A first approach could be:
data are located in the world and knowledge is located in agents
(people, organizations ,...), while the information takes a mediating role
between the two.
Admittedly, in reality, what flows between different actors is never
knowledge itself, but data (information). It is possible to approximate the knowledge
of two agents who share the same data, but due to their previous experiences
and differences in how to process the data (mental models, models
organizational), will never have the same tendencies for action, not statements
identical knowledge. We can only get approximations, since the context
internal and external agent is always different from another. This is because the
Knowledge is information put in context (experience)
Ultimately, the data, once associated with an object and structure becomes
in information. The information associated with a context and an experience becomes
knowledge. The knowledge associated with a person and a set of skills
Personal becomes wisdom, and finally the knowledge associated with a
organization and a series of organizational capabilities becomes Intellectual Capital.

Intellectual Capital
Well, what is Intellectual Capital?. Intellectual Capital is a concept almost accountant.
The idea is to implement models of measurement of intangible assets, called
models usually measure Intellectual Capital. The problem with these
models is that these intangibles can not be measured by units
uniform measure, and therefore can not provide an account of
intangibles as such. Either way, the measurement of intellectual capital, we
allows a rough picture of the value of intangibles in an organization.
The interesting thing is whether our intangible better or not (positive trend).
Of course, we are interested in analyzing the tendency of all intangible assets
the organization, as it would be an impossible task to accomplish in a reasonable period
time. The objective is to determine which are the intangibles that add value to the
organization and then track them.
Once we have introduced the concept of Intellectual Capital, we can define
again the concept of Knowledge Management more precisely: a set
processes and systems that enable an organization's Intellectual Capital
increase significantly, by managing their resolution capabilities
problems efficiently, with the ultimate goal of creating competitive advantages
sustainable over time.

INTELLECTUAL CAPITAL
The concept of Intellectual Capital has been built in recent years both the world
academic and business to define the set of non-material inputs in
the information age are seen as the main asset of companies in the third
Millennium (Brookings, 1997).
According to Brooking (1997), intellectual capital is nothing new, but has been present
from the moment the first seller established a good relationship with a client.
Later, it was called goodwill. What has happened in the course of the two
recent decades is an explosion in certain key technical areas, including
media, information technology and communications, we
have provided new tools with which we have built a global economy.
Many of these tools provide intangible benefits that are now taken for
granted, but that did not exist to the extent that the organization can not
function without them. The ownership of these tools provides competitive advantages
and, therefore, constitute an asset.
For Brooking (1997), "with the term intellectual capital refers to the
combination of intangible assets that enable the company to operate.
Edvinsson (1996) introduced the concept of using Intellectual Capital
the following metaphor: "A corporation is like a tree. There's a part that is
visible (fruits) and a part that is hidden (the roots). If you care only
fruit, the tree may die. To make the tree grow and continue to bear fruit, will
necessary that the roots are healthy and nourished. This applies to business: If only
we focus on the benefits (financial results) and ignore the values
hidden, the company will not survive in the long term. "
Steward (1997) defines intellectual capital as intellectual material, knowledge,
information, intellectual property, experience that can be used to create value.
It's collective brain power. It is difficult to identify and more effectively distributed.
But whoever finds it and exploits, triumphs. The same author states that in the new era,
wealth is the product of knowledge. This and information have become the
critical raw materials economy and its most important products.

In short, the intellectual capital we can define as the set of assets
Intangibles of an organization, although not reflected in the financial statements
traditional, currently generates value or has the potential to generate in the future
(Euroforum, 1998).
The knowledge of key people in business, employee satisfaction,
know-how of the company, customer satisfaction, and so on., are assets that explain
Much of the valuation that the market attaches to an organization and yet
are not included in the book value thereof.
It is clear that there is a wealth that no one bothers to measure and anyone reporting
within the organization, but that certainly has real value. Identify and
Measuring Intellectual Capital (intangible assets) aims to make visible
the asset that creates value in the organization.
As we know the weight of Intellectual Capital on the market value of a
organization is growing and therefore efforts are directed to measure and manage it.

According to Brooking (1997) the intellectual capital of an enterprise can be divided into
four categories:
• Asset market (potential derived from intangible assets
related to the market).
• intellectual property assets (know-how, trade secrets,
copyright, patents, design rights, trademarks and services).
• Activities focused on the individual (skills that make up the
man and make it what it is).
• Infrastructure assets (technologies, methodologies and processes
underpinning the operation of the organization).

For Edvinsson and Malone (1997) intellectual capital is divided into:
• Human Capital
• Structural Capital
or crony capitalism.
or organizational capital.
Innovation Capital.
Capital Process
Steward (1997) divides intellectual capital into three blocks:
• Human Capital.
• Structural Capital.
• Capital Client.
For Euroforum (1998), Intellectual Capital consists of:
• Human Capital.
• Structural Capital.
• Relational Capital.

Intellectual Capital, in any form, is regarded as a stock concept,
ie will be related to the measurement of intangible assets
(is an accounting concept) that generate distinctive capabilities or competencies
essential in the long term.

BY WAY OF EXAMPLE AND A MODEL CHART EXPLAINED:
(there are also the following: Model of Intellectual Capital Management - Applied to
contemporary business and according to my thesis of successful application to education between
many others called, Balanced Business Scorecard (Kaplan and Norton, 1996),
Intellectual Assets Monitor (Sveiby, 1997), Navigator of Skandia (Edvinsson, 1992-1996),
Technology Broker (Brooking, 1996), University of West Ontario (Bontis, 1996),
Canadian Imperial Bank (Hubert Saint - Onge), Dow Chemical, Intellectual Capital
(Drogonetti and Roos 1998 and the Strategic Management Model for Competencies:
Intangible Capital (Good 1998).
Besides the models of Knowledge Management, such as Model
KPMG Knowledge Management (Tejedor and Aguirre 1998) and the Process of Creation
Knowledge (Nonaka, Takeuchi 1995).
EXPLANATION OF A MODEL OF KNOWLEDGE:
KNOWLEDGE MANAGEMENT MODEL OF KPMG CONSULTING
(WEAVER AND AGUIRRE, 1998)


The determinants of learning.
The factors that shape the learning ability of a company have been structured
in the following three blocks, depending on its type:
1 .- Firm Commitment and aware of the whole company, especially their leaders, with
generative learning, continuous, conscious at all levels.
The first requirement for a successful knowledge management initiative is to recognize
explicitly that learning is a process that must be managed and commit
with all kinds of resources.
2 .- Behavior and learning mechanisms at all levels. The organization
as human beings not only can learn to the extent that individuals and teams
the form are able to learn and willing to do so.
Individuals and teams have prepared is a necessary but not sufficient
to have an organization capable of generating and using knowledge better than
others. To make the organization to learn is necessary to develop mechanisms
creation, capture, storage,
transmission and interpretation of knowledge, enabling the development and use
learning that occurs at the level of individuals and teams.
The behaviors, attitudes, skills, tools, mechanisms and systems
learning that the model considered are:
• The personal responsibility for the future (pro-people).
• The ability to question assumptions (mental models).
• The systems view (being able to analyze the interrelationships
within the system, understand the problems of a nonlinear and seeing relationships
cause and effect over time).
• Ability to work as a team.
• The processes of developing shared visions.
• The ability to learn from experience.
• The development of creativity.
• The generation of organizational memory.
• Development of mechanisms for learning from mistakes.
• Mechanisms for obtaining external knowledge.
• Development of mechanisms for communicating and disseminating knowledge.
If it gets people to learn, but that knowledge does not become active
useful for the organization, no one can speak of organizational learning. The company
intelligent communication practices through various mechanisms, such as meetings,
reports, internal training programs, visits, job rotation programs,
creation of multidisciplinary teams, ...
3 .- Development of infrastructure that affects the operation of the company and the
behavior of individuals and groups that compose it, to encourage learning and
permanent change.
But we must not forget that organizational conditions can act as barriers to
organizational learning, knocking the personal development of
communication, interaction with the environment, creation, and so on.
The characteristics of traditional organizations that hinder learning:
• bureaucratic structures.
• Leadership authoritarian or paternalistic.
• Isolation from the environment.
• complacency.
• Culture of concealment of errors.
• Search for homogeneity.
• Facing the short term.
• Planning rigid and continuous.
• Individualism.
In short, how to be a neutral organization and need not meet a number of
conditions for the attitudes, behavior and learning processes described can
develop.
The model considers the management elements that directly affect the way of being
an organization: culture, leadership style, strategy, structure, people management and
information and communication systems.
Learning outcomes.
Having analyzed the factors that influence learning, the model reflects the results
that should produce that learning. The Company's ability to learn to be translated into:
• The ability to constantly evolve (flexibility).
• An improvement in the quality of their results.
• The company becomes more aware of their integration into larger systems
and produces greater involvement with their environment and development.
• The development of the people involved in the future of the company.

Conclusions:
Organizational learning, Knowledge Management and Intellectual Capital Measurement
are related and complementary concepts. In short, organizational learning
is the basis of sound Knowledge Management and Knowledge Management is the basis
for the generation of Intellectual Capital and organizational skills. Such knowledge
today might be a good formula for improving the quality of education that
country needs.