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Why a Training Tool in Knowledge Management?
In the 21st century, we enter a new era where the traditional means of competitive advantage acquisition such as capital, land, raw materials and technology do not represent the only determinants of success for an enterprise or an organization. On the contrary, in the Knowledge Society, the future and success of companies is determined by their ability to turn their most precious resource, their Organisational Knowledge, to their advantage. The criteria for business success are changing rapidly, continuously altering the competitive environment and in parallel demanding the companies’ continuous flexibility and adaptability for the integration and implementation of new knowledge. While success criteria were previously determined by issues such as productivity and efficiency and quality management, they have now been replaced by creativity, innovation and knowledge. Therefore, the optimal exploitation of overall organizational knowledge appears as the new battleground and the great challenge for all enterprises whatever their size and sector.
In particular, enterprises do not only have to develop and extend the knowledge of their staff and employees, but they also have to allocate mechanisms and procedures that assure the transformation of individual knowledge into a corporate knowledge asset. The continuous use of knowledge does not decrease its value, as is the case with other production means. On the contrary, the more knowledge is used the more it enriches and increases its value for the organisation.However, while the knowledge is acquired and gradually built through long service and the experience of employees’, it is easily lost with the sudden retirement of an employee from a company. It is therefore essential for modern organisations and enterprises to develop systematic and methodical mechanisms for knowledge management, so as to be able to record corporate knowledge and information assets and to combine in an optimum way, existing knowledge for enhanced performance of their everyday business operations. They also need to develop resources and methods for the cultivation and diffusion of existing knowledge.
Although Knowledge Management is broadly accepted by the research community and has been used by leading consulting companies, there is a big gap in vocational training systems as well as in the methodologies available in Europe. This is exactly the overall aim of the TRAINMOR-KNOWMORE project: to develop an integrated training framework (both in terms of material and methodologies) for organisational Knowledge Management with the aim of helping European SMEs to understand what K.M is, what the specific methodologies supporting K.M are, what resources are required to implement it and best practice in the field.
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