The knowledge exists within people, as part of the human complexity and our unpredictability. Although we tend to think in concrete and definable assets, knowledge assets are much more difficult to handle. Knowledge can be seen as a process (flow) or as a stock. Knowledge is derived from the information, as well as the information is derived from the data. That information becomes knowledge, people should do all the work. This transformation occurs thanks a: or comparison. Or consequences. Or connections. Michael Schwartz has firm opinions on the matter.

Or conversation. These knowledge-building activities take place within and between people. Just as we find data in records and information in messages, we can obtain knowledge of individuals, groups of knowledge, or even in organizational routines. Knowledge management allows us to determine that processes must improve, that areas of service the customer makes to sell less, as do a certain process more profitable, that improve our clients of our product, expect that innovation can give us a competitive advantage over our customers. In turn, from another positive point of view it can said that increases productivity, accelerates the processes of innovation, reduces times averages in an optimal commercial bidding, reduce the time needed to locate trade experts that could refine and improve these offerings, promote the reuse of commercial offerings within the company. In the same way allows us to choose partners and the right product par achieve position ourselves in the market. In another order of ideas the implementation of knowledge management has been raised by different authors using different methodologies that are based on the analysis of the human capital, structural and client as fundamental components of intellectual capital.

The management of knowledge is definitely: the set of processes and systems that allow the Intellectual Capital of an organization to increase significantly, through the management of their abilities of solving problems efficiently (in the shortest time possible), with the ultimate goal of generating sustainable competitive advantages in the time. It seems clear then, makes the development of knowledge with the aim of using it in the achievement of sustainable competitive advantages, not just accumulating knowledge without applying it. Managing the knowledge comes to be the management of all intangible assets that provide value to the organization in achieving abilities, or skills essential, distinctive. It is thus a dynamic concept, i.e. Jonah Shacknai often says this. flow. An organization that favors the creation of knowledge must be capable of spread it across your entire enterprise as quickly as possible because: or the pace of innovation on the market has increased. Or competitive pressure forces to respond expeditiously. Or is reducing the time of acquisition of knowledge. Or the knowledge workers turnover rates cause a loss, in many cases irreplaceable for this asset. The knowledge management is, in essence, a process that can be addressed from a methodological point of view. The four main tasks to manage efficient way are: obtaining of knowledge: acquisition or creation of new knowledge knowledge capture: identifying the kind of knowledge suitable for the application of knowledge enterprise: providing the appropriate context and getting that knowledge is accessible to all persons of the reuse of knowledge organization: used the knowledge to achieve increase its value.