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The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organization's problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives.

Normally, after applying a knowledge audit methodology, the results are presented in a final report including knowledge inventory, knowledge maps, and knowledge flows. After analyzed the inventory, maps and flows, it is possible to identify inefficiencies reflected in duplication of efforts, knowledge gaps, knowledge barriers and knowledge-bottlenecks. All this information is integrated at the final report and is presented to managers, including diverse knowledge management initiatives. The main problems of representing the knowledge audit results only in this way, are the inefficiency of searching specific information about a knowledge asset; and difficulty of reuse them if a technological solution is needed as a part of a knowledge management initiative. The aim of this paper is to demonstrate the importance of using ontologies as a strategy to represent formally knowledge audit results to solve the previous problems and additionally obtain the next benefits: A support tool to detect problems/opportunities found in the organization to improve knowledge management; the results of the audit can be reused if a technological solution is needed; as a source of reference to know what, where, characteristics, classification and value of any assets of knowledge; as a form to represent the flow and its relation with the rest of assets; an efficient way to retrieve information from the inventory and/or flows of knowledge and automatically to know the impact and relation with the rest of the knowledge assets.

Purpose This paper aims to propose a methodology to develop an organizational memory to benefit from team knowledge and to make the design of electromechanical devices processes more efficient. Design/methodology/approach Different frameworks and methods were analyzed from literature, obtaining key ideas to be included in the methodology developed and considering other approaches to apply in team knowledge about design processes. The research was conducted as a case study in a Mexican small and medium-sized enterprises dedicated to the manufacturing and installation of electromechanical devices where the methodology was implemented. Findings A five-stage methodology was developed which consisted of preparation, identification, capture & storage, dissemination & application and finally the evaluation & feedback stage. An implementation of the described processes was carried out, which was materialized into a technological tool that represents the organizational memory where knowledge was captured, organized and disseminated. Practical implications This study offers guidelines that can be applied in other organizations where team knowledge on design processes have not been adequately used for company’s improvement. The application of this methodology could be a strategy that enabled team knowledge to store their experience. This knowledge could then be consulted and recovered by the workgroup in an effective manner to solve new problems. Originality/value A methodological proposal to develop an organizational memory about team knowledge was developed. To evaluate the impact of the methodology implementation, a variety of indicators were proposed, which were classified as economic, organizational and performance indicators.