Although Knowledge Management (KM) has ordinary function in organizations, many of them still do not have a clear vision on how to incorporate and change it into competitive advantage. The lack of empirical studies that assess the difference of KM in organizational performance, and culture, are perhaps the major factors in GC practical promotion or inhibition. Some companies use Information Technology (IT) tools as competitiveness factor, misunderstanding it as GC. Others believe that IT alone can be used for managing knowledge it is a mistake. The reason for this can be the arising of IT before KM, or the scarcity of literature dealing with IT function in GC. So, there is a lack of clear distinction between IT and KM concerning the appropriate interaction between them. The main IT role is to give support to KM, enlarging its scope and speeding up knowledge transference, as well as to identify, develop and implant technologies that support the enterprise communication, the sharing and management of knowledge assets. IT plays an infrastructure role; the KM involves human and managerial aspects. This paper discusses the interaction between IT and KM as tools that support strategic management and organizational performance.
Knowledge management; Information technology; Organisational performance; Strategy in knowledge management; Sharing environment
