{"id":4980,"date":"2024-11-12T11:16:00","date_gmt":"2024-11-12T11:16:00","guid":{"rendered":"https:\/\/campus.hesge.ch\/blog-master-is\/?p=4980"},"modified":"2024-12-01T11:26:38","modified_gmt":"2024-12-01T11:26:38","slug":"le-knowledge-management-quand-le-partage-des-connaissances-est-un-atout-strategique","status":"publish","type":"post","link":"https:\/\/campus.hesge.ch\/blog-master-is\/le-knowledge-management-quand-le-partage-des-connaissances-est-un-atout-strategique\/","title":{"rendered":"Le Knowledge Management\u00a0: quand le partage des connaissances est un atout strat\u00e9gique"},"content":{"rendered":"\n

Chaque entreprise pourrait se comparer \u00e0 un athl\u00e8te de haut niveau : son objectif est de performer avec, comme corollaire, la n\u00e9cessit\u00e9 d\u2019adopter une gestion de l\u2019information efficace.<\/p>\n\n\n\n

Avec le Knowledge Management (KM), il est plus pr\u00e9cis\u00e9ment question de gestion des connaissances<\/em>. Selon la pyramide DIKW<\/a> (Data, Information, Knowledge, Wisdom), la connaissance prend appui sur l\u2019information et conduirait \u00e0 la sagesse.<\/p>\n\n\n\n

Le KM peut s\u2019entendre comme l\u2019ensemble des pratiques et processus visant \u00e0 cr\u00e9er, organiser et partager les connaissances au sein d\u2019une organisation permettant que les bonnes informations et le bon savoir-faire soient accessibles au bon moment afin de soutenir la prise de d\u00e9cision. Voil\u00e0 qui est capital pour performer.<\/p>\n\n\n\n

Regardons en arri\u00e8re<\/strong><\/p>\n\n\n\n

Dans l\u2019Antiquit\u00e9, le savoir se transmettait de fa\u00e7on orale. Cette tradition rencontrait des limites \u00e9videntes en termes de p\u00e9rennit\u00e9 de l\u2019information. Un ch\u00e2teau de sable face \u00e0 la mar\u00e9e, en somme. C\u2019est \u00e0 partir du Moyen-\u00c2ge, puis avec l\u2019essor de l\u2019imprimerie, que le savoir \u00e9crit se transmet largement et parvient \u00e0 \u00eatre mieux p\u00e9rennis\u00e9. L\u2019Encyclop\u00e9die sera un exemple en la mati\u00e8re.<\/p>\n\n\n\n

A partir du XX\u00e8me si\u00e8cle, la capitalisation du savoir prend une dimension sup\u00e9rieure avec le d\u00e9veloppement de l\u2019\u00e9conomie de march\u00e9. Dans les ann\u00e9es 1960, Peter F. Drucker<\/a> fait \u00e9merger le concept de knowledge worker<\/em>, soit l\u2019individu utilisant l\u2019information afin de r\u00e9soudre un probl\u00e8me. En 1995, La connaissance cr\u00e9atrice<\/em> de Ikujiro Nonaka<\/a> et Hirotaka Takeuchi<\/a> va propulser le KM sur le devant de la sc\u00e8ne.<\/p>\n\n\n\n

L\u2019entreprise comme organisme vivant<\/strong><\/p>\n\n\n\n

Dans la pens\u00e9e de ces auteurs, la connaissance se doit de circuler dans une organisation comme le sang doit circuler dans un corps humain afin de soutenir ses fonctions vitales. A ce titre, Nonaka et Takeuchi voient l\u2019entreprise comme un organisme vivant\u00a0: la knowledge creating company<\/em>\u00a0cr\u00e9e de la nouvelle connaissance, la diss\u00e9mine et l\u2019incorpore dans ses produits et technologies.<\/p>\n\n\n\n

Connaissances tacites et explicite<\/strong>s<\/p>\n\n\n\n

Arr\u00eatons-nous sur les deux concepts fondamentaux de connaissance tacite<\/em>, ancr\u00e9e en nous, et de connaissance explicite<\/em>, formalis\u00e9e et ainsi plus facile \u00e0 partager.<\/p>\n\n\n\n

La difficult\u00e9 de pouvoir formaliser des connaissances tacites, repr\u00e9sentant la majorit\u00e9 des connaissances, est r\u00e9sum\u00e9e dans le paradoxe de Polanyi<\/a> avec la formule \u201cWe can know more than we can tell.\u201d. <\/em>Nous effectuons tous des t\u00e2ches de mani\u00e8re intuitive sans \u00eatre capable de verbaliser les r\u00e8gles ou proc\u00e9dures.<\/p>\n\n\n

\n
\"\"<\/figure><\/div>\n\n\n

Le mod\u00e8le SECI<\/strong><\/p>\n\n\n\n

Ce mod\u00e8le, d\u00e9velopp\u00e9 en 1991, bas\u00e9 sur les deux concepts pr\u00e9cit\u00e9s, illustre les voies possibles de transmission des connaissances au sein des organisations.<\/p>\n\n\n

\n
\"\"<\/figure><\/div>\n\n\n

Source : Wikipedia<\/em><\/p>\n\n\n\n

Le mod\u00e8le distingue 4 composantes :<\/p>\n\n\n\n

La socialisation<\/em> : lorsque la connaissance passe de tacite \u00e0 tacite. Typiquement, la connaissance passant d\u2019un individu \u00e0 un autre. Pour une organisation, cette connaissance est difficilement exploitable car non formalis\u00e9e.<\/p>\n\n\n\n

L\u2019externalisation<\/em> : lorsque la connaissance passe de tacite \u00e0 explicite, ou lorsque la connaissance est convertie afin de la partager avec d\u2019autres personnes.<\/p>\n\n\n\n

La combinaison<\/em> : lorsque la connaissance passe d\u2019explicite \u00e0 explicite, ou lorsque des \u00e9l\u00e9ments distincts sont assembl\u00e9s pour cr\u00e9er une connaissance nouvelle.<\/p>\n\n\n\n

L\u2019internalisation<\/em> : lorsque la connaissance passe d\u2019explicite \u00e0 tacite, ou lorsqu\u2019il est question de la capacit\u00e9 d\u2019internaliser les connaissances en nous-m\u00eames, pour accroitre notre base d\u2019exp\u00e9riences intuitives.<\/p>\n\n\n\n

Les d\u00e9fis pour l\u2019entreprise en termes de KM<\/strong><\/p>\n\n\n\n

Il est crucial d\u2019identifier quelle<\/em> information est \u00e0 capitaliser, ceci afin de retenir l\u2019information critique pour l\u2019entreprise tout en prenant en consid\u00e9ration sa caract\u00e9ristique dynamique.<\/p>\n\n\n\n

Les solutions de capitalisation des connaissances sont nombreuses : FAQ, proc\u00e9dures, listes \u00ab\u00a0how to\u00a0\u00bb, wikis, intranets, serveurs de fichiers, solutions de cloud storage, notamment. Les outils sont divers et ne couvrent le plus souvent qu\u2019une partie des besoins. En cons\u00e9quence, chaque entreprise doit faire des choix et veiller \u00e0 \u00e9viter la multiplication d\u2019outils risquant de la conduire \u00e0 une recherche d\u2019informations p\u00e9rilleuse et une perte de temps.<\/p>\n\n\n\n

Le stockage de l\u2019information, l\u2019utilisation de logiciels propri\u00e9taires, les questions juridiques complexes, l\u2019impact de l\u2019intelligence artificielle (IA) sont autant de probl\u00e9matiques li\u00e9es \u00e0 la gestion des connaissances. Concernant l\u2019IA, il est ind\u00e9niable qu\u2019elle simplifiera le partage et augmentera les capacit\u00e9s de traitement de l\u2019information. A la cl\u00e9, la d\u00e9couverte esp\u00e9r\u00e9e de patterns<\/em> in\u00e9dits au sein de l\u2019organisation et une meilleure anticipation des tendances du march\u00e9 et des attentes des clients.<\/p>\n\n\n\n

Conclusion<\/strong><\/p>\n\n\n\n

L\u2019entreprise se doit de veiller \u00e0 ce que l\u2019information strat\u00e9gique qu\u2019elle aura su capter ne soit pas rendue obsol\u00e8te, \u00e0 avoir la capacit\u00e9 de faire face \u00e0 un volume d\u2019informations croissant, d\u2019avoir une r\u00e9elle strat\u00e9gie en mati\u00e8re de gestion des connaissances lui permettant de d\u00e9ployer une gamme de solutions couvrant ses besoins, tout autant que de susciter l\u2019adh\u00e9sion de ses collaborateurs afin de d\u00e9clencher en eux la motivation indispensable favorisant la r\u00e9ussite du KM.<\/p>\n\n\n\n

Bibliographie<\/strong><\/p>\n\n\n\n

JARRAHI, Mohammad Hossein, ASKAY, David, ESHRAGHI, Ali et SMITH, Preston, 2023. Artificial intelligence and knowledge management: A partnership between human and AI. Business Horizons. 1 janvier 2023. Vol. 66, n\u00b0 1, pp. 87-99. DOI 10.1016\/j.bushor.2022.03.002.<\/p>\n\n\n\n

Knowledge management, 2024. Wikipedia [en ligne]. Disponible \u00e0 l\u2019adresse : https:\/\/en.wikipedia.org\/w\/index.php?title=Knowledge_management&oldid=1251951525<\/a><\/p>\n\n\n\n

NONAKA, Ikujiro, 1991. The Knowledge-Creating Company. Harvard Business Review [en ligne]. 1 novembre 1991. Vol. 69, no 6, pp. 96-104. Disponible \u00e0 l\u2019adresse : https:\/\/hesso.swisscovery.slsp.ch\/view\/action\/uresolver.do?operation=resolveService&package_service_id=4322565650005514&institutionId=5514&customerId=5500&VE=true [consult\u00e9 le 12 novembre 2024].<\/p>\n\n\n\n

SCHUMAKER, Robert P., SOLIEMAN, Osama K. et CHEN, Hsinchun, 2010. Sports knowledge management and data mining. Annual Review of Information Science and Technology. Vol.44, no1, pp.115-157. DOI 10.1002\/aris.2010.1440440110<\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Chaque entreprise pourrait se comparer \u00e0 un athl\u00e8te de haut niveau : son objectif est de performer avec, comme corollaire, la n\u00e9cessit\u00e9 d\u2019adopter une gestion de l\u2019information efficace. Avec le Knowledge Management (KM), il est plus pr\u00e9cis\u00e9ment question de gestion des connaissances. … Lire la suite\u00ad\u00ad<\/a><\/p>\n","protected":false},"author":141,"featured_media":4984,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17],"tags":[32,131,30],"class_list":["post-4980","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-knowledge-management","tag-heg-geneve","tag-knowledge-management","tag-master-is"],"yoast_head":"\nLe Knowledge Management\u00a0: quand le partage des connaissances est un atout strat\u00e9gique - Recherche d'Id\u00e9eS<\/title>\n<meta name=\"description\" content=\"Knowledge Management\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/campus.hesge.ch\/blog-master-is\/le-knowledge-management-quand-le-partage-des-connaissances-est-un-atout-strategique\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le Knowledge Management\u00a0: quand le partage des connaissances est un atout strat\u00e9gique - 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