1 Methodological and Technological Framework Proposal to Capitalize Organizational Knowledge Arturo Mora-Soto, Maria-Isabel Sanchez-Segura, Fuensanta Medina-Dominguez, Antonio Amescua Carlos III University of Madrid {jmora, misanche, fmedina, amescua}@inf.uc3m.es Abstract—Society is becoming a great source of knowledge and innovation, the synergy of all the ideas that are coming from all the countries across the world is fostering the rise of a new kind of society where knowledge plays an important role, nevertheless today’s society needs a global strategy to improve knowledge management in order to ensure its accessibility. This paper introduces a global strategy supported on the one hand, by a methodological framework that proposes a transactive memory system to allow encoding, storing, and retrieving knowledge collectively in a smart manner, on the other hand, it is supported by a technological framework based on Web 2.0 technologies aimed to implement the methods and strategies defined in the transactive memory system. Moreover, this global strategy must ensure the maturity of the generated knowledge in order to foster innovation; also knowledge use must be tracked and measured in order to allow knowledge to become intellectual capital, which is one of the most valuable assets of current society. Index Terms—Intellectual Capital, Knowledge Management, Knowledge Reuse, Transactive Memory System I. I NTRODUCTION Nowadays there is no doubt that people is the most impor- tant asset into organizations; every single person is important due to his skills and abilities to perform his daily work, however, when a person leaves an organization, he or she leaves with all his know-how in his brain, this fact constitutes a big problem for organizations, the typical productivity cost of an employee leaving is 85% of their base salary due to the mistakes committed by his replacement [1]. While analyzing the current situation around knowledge and its use in organizations, authors have identified a set of problems not solved yet. Many organizations and institutions are doing important investment to extract and formalize their knowledge and learning mechanisms of corporative processes. Organiza- tions also recognize that knowledge transfer and learning as well as its reuse are crucial for their growth and the effective execution of their business strategy if they want to promote innovation [2], [3], [4], [5], [6]. According to American Association for Training & De- velopment (ASTD), world famous as the first professional association in the field of learning and transfer of the organi- zations knowledge, the investment in institutional knowledge management, transfer and training shows that the business leaders are aware of their value [6]. In spite of this recognition, organizations in general independently of the sector, are aware that knowledge management is not a trivial work and that they are not achieving the desired results and advantages expected from the investment in management and transference of corporative knowledge [5]. In order to help society and its organizations to manage their knowledge and to offer them the possibility to capitalize every single piece of knowledge generated towards their strategic objectives, authors propose in this paper a transactive memory system to allow organizations and their members to encode, store, and retrieve knowledge in a smart manner, where every piece of knowledge could be accessible to all organization members in order to help them to perform their daily activities, and at the same time to allow organizations to assess the quality of their knowledge as well as to represent, use and reuse all their know-how towards their organizational and business objectives. II. EXISTING PROBLEMS TO CAPITALIZE ORGANIZATIONAL KNOWLEDGE As a result of authors initial research, some of the main problems that organizations deal with to capitalize their knowl- edge have been identified. All of these problems are related with the reasons why organizations nowadays cannot benefit from their know-how and knowledge assets [7], [2], [8], [9], [4], [5], [6]. Next a brief description of those problems is presented. 1) The value of the identification of learning and knowl- edge assets to the organization is lower at the senior and executive levels because people at the non-executive level spend a lot of time searching their information sources through on-line education or knowledge portals; sometimes this time effort is not appreciated by the directive level of organizations, and for this reason they do not value the possibility of identify organizational knowledge and learning units as assets. 2) It does not exist an institutional culture to promote knowledge sharing at an interpersonal, inter-group or inter-department level into organizations. So it is nec- essary the definition of procedures and mechanisms to promote and to encourage knowledge sharing across organization. 3) The return of the investment (ROI) in knowledge man- agement is something not appreciated by organizations because the use of organizational knowledge is hard to measure; also there is no connection between the knowledge needed to produce a product and the strategic goals of the organization.