It is required for an organization, before successfully applying a Knowledge Management (KM) methodology, to develop and implement a knowledge infrastructure, consisting of people, organizational and technological systems. Up to now, few approaches have been proposed for such technological systems supporting KM in organizations. Present paper advances previous work by proposing neural projection models for the analysis of the KM status of companies from two different industrial sectors. Exploratory methods are applied to real-life case studies to know and understand the structure of KM data. Subsequently, the application of such models generates meaningful conclusions that allow experts to diagnose KM from two different points of view: companies on the one hand and industrial sectors on the other hand.

<p class="TtuloAbstract">Four consecutive years of more than a thousand Spanish companies from different economic sectors are analyzed to determine the influence of intellectual capital on the business growth strategy. One of the purposes of this work is to establish a classification criterion of the strategic behaviour of a company linked to the growth of three factors: the demand of the sector, the sales of the company and the financial sustainability of the company. Another purpose is to develop and validate an appropriate classification of where the value added by human intellectual capital is structurally concentrated and used according to the strategic behaviour, growth and sector of the company. Interesting conclusions are drawn about the strategic behaviour of the company and its intangible capital, as well as a different method for classifying companies according to their growth, which helps predict business profitability.</p>

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<p>The objective of this article is to examine the absorptive capacity in the technology industry and aspires to recognize how firms can manage their strategic decisions in the turbulence contexts. In particular, we examine how organizations can strengthen their organizational contexts in order to absorb knowledge. From the knowledge management literature, this investigation extends our perception of the relationship between the human capital profiles (organization, research and development unit, and recent incorporations) and technological decision-making. Through the SEPI Foundation, a balanced panel of 1,220 Spanish industrial companies has used that answer to the Survey of Business Strategies (SBS) for a threeyear period, which signifies a total of 3,660 cases. The principal finding is the presence of high levels of human resources to understand a decision efficiency process. It also highlights its relationship to the firm’s technological committee. These contributions are notable for both researchers and practitioners. It could be stimulating to expand the study to the association between human capital profiles and other strategic technological decisions, as the preparation of an innovation plan or the measurement of innovation performance.</p>

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