Roussi Marinov, Ph.D.
Associate professor of Information Science,
A Member of International Association of Business Communicators/IABC/;
European communications research and education association/ecrea/;

Knowledge and content management is a communications strategic tools in
the new information age. If we want to have more effective and coordinated
communications in ours companies we must develop a new communication
technique for managing and synchronizing information flows within and out of
organization. The communication content must be related to organization
mission, strategic vision and goals, CEO decisions making process, and
professional competence of the employees.

Knowledge Management seeks to make the best use of the knowledge thatis available to an organization, creating new knowledge in the process. AccordingWWW Virtual Library on Knowledge Management

“KM refers to the critical issues of organizational adaptation, survival, and
competence in face of increasingly discontinuous environmental change.
Essentially, it embodies organizational processes that seek synergistic
combination of data and information processing capacity of information
technologies, and the creative and innovative capacity of human beings.”

These strategic instruments and initiatives are also corresponding with
knowledge representations and ontology management in the institutions. From
another point of view ontology media is a most powerful technological and
semantic platform, which help modern organizations to achieve their strategic
objectives.

Experts argue that information is a flow of messages, while knowledge is
created by that very flow of information anchored in the beliefs and commitments
of its holder.

Organizational knowledge is frequently categorized into typologies. For
example, Nonaka and Takeuchi (1995) identify tacit and explicit knowledge;
Choo (1998) sees three different types of knowledge (tacit, explicit, and cultural);
and Boisot (1998) describes four types (personal, proprietary, public knowledge
and common sense).

Tacit knowledge seems to be the primary concern of KM writers and has
been a great deal of discussion in the literature about its nature. Tacit knowledge
is defined as action-based, entrained in practice, and therefore cannot be easily
explained or described, but is considered to be the fundamental type of

knowledge on which organizational knowledge is built. For Michael Polanyi, tacit
knowledge cannot be expressed because “we know more than we can tell”.
Polanyi’s epistemology objectified the cognitive component of knowledge
learning and doing – by labelling it tacit knowledge and for the most part removing
it from the public view. Learning and doing became a ‘black box’ that was not
really subject to management, the best that could be done was to make tacit
knowledge explicit.

Its failure to provide any theoretical understanding of how organisations
learn new things and how they act on this information meant that first generation
Knowledge Management was incapable of managing knowledge creation.
Therefore we cannot articulate what we know with words because we are not
fully conscious of all the knowledge we possess. It resides and remains in the
human mind. Nonaka and Takeuchi argue, tacit knowledge can be transmitted
through social interactions or socialization, and made explicit through
externalization-although they agree with the idea that tacit knowledge is
somewhat hidden. These very different perspectives are a reflection of different
backgrounds.

Strategic communication approaches;
Leadership communications;
Communication management;
Knowledge management;
Integrating ontology e-learning system