Cette thèse CIFRE s’est déroulée au sein de la Coop de Construction, promoteur constructeur rennais. Afin de se différencier sur le marché de l’immobilier, le promoteur souhaite intégrer la dimension de la mobilité dans son offre de logements partant du constat que les ménages modestes se logent en dehors des grands centres urbains, ce qui les conduit à dépendre de la voiture, moyen de transport coûteux, tant d’un point de vue économique qu’écologique. Le but de cette démarche est de réduire le coût de transport des ménages, de poursuivre une démarche de conception de logements respectueux de l’environnement et de renforcer la capacité de l’entreprise à être un partenaire des collectivités locales. Notre travail s’inscrit dans le cadre conceptuel du Knowledge Management et a consisté  à impliquer les différentes parties prenantes de l’entreprise (clients, collectivités, etc.) dans une démarche de création de connaissances organisationnelles afin de définir des solutions de mobilité adaptées à chaque contexte. Ces différentes actions ont pu être décrites à partir d’un modèle de « chaîne de valeur de la connaissance » (Knowledge Value Chain) et des concepts développés par Nonaka et Takeuchi qui montrent que l’innovation repose sur un processus de création de connaissances organisationnelles produites l’interaction sociale entre les différents acteurs impliqués. La lecture des expérimentations menées sur le terrain à l’aide de ces outils théorique nous a permis de poser les jalons d’une méthodologie reproductible dans d’autres contextes afin que l’entreprise puisse intégrer cette dimension de la mobilité dans ses futurs programmes immobiliers. / This thesis CIFRE took place at the Coop de Construction, a real estate promoter in Rennes. To differentiate themselves in the real estate market, the enterprise wants to integrate the dimension of mobility in the supply of housing. The basis of this  approach is that the poorest households living  outside urban centers, which leads them to depend on car, expensive way, both economically and ecologically. The goals of this approach is to reduce the cost of transporting household, pursue conception of ecological housing and  strengthen the capacity of the company to be a partner of local authorities. We are working on  the Knowledge Management framework and we involve the various stakeholders of the company (customers, local authorities, etc.) in an organizational knowledge creation approach to define mobility solutions for each context. These activities have been described with the model of "knowledge value chain" (Knowledge Value Chain) and the concepts developed by Nonaka and Takeuchi who show that innovation is based on an organizational knowledge creation process produced by the social interaction between the different actors. Reading the experiments conducted with these theoretical tools, we build a reproducible methodology for future building.

知識時代的來臨，伴隨著開放式資訊環境的發展，個人、團隊間之知識共享環境以及衍生出之知識貿產，已衍然成為企業組織生存與成敗的關鍵因素。因此，本研究根據Porter之價值鏈模式，將其“線性”模式作適當地調整，用以配合“網狀式”的知識分享模式，並且融人Nonaka之組織知識創新過程，建立了企業「知識價值鍊」模式，以表達知識分享與創造的動態關係。而為落實知識管理機制於企業日常作業中，本研究提出了新的資訊系統分析過程，係以文化的觀點分析組織知識結構─文化知識，納入知識管理系統分析與設計的考量中。因此，本研究針對企業內不同階層的知識工作者即文化團隊，提出標準模組化的物件：「知識代理人」，其中，代理人的三層架構代表了不同次文化團隊的需求。 知識管理系統的建置，乃藉由物件導向軟體工程的系統開發方法（如使用個案模式），結合新的資訊分析過程，作為本系統模式發展的基礎。故知識管理系統主要涵蓋兩種分析構面，用以建構整體的知識管理系統，一為代表組織知識管理結構的知識代理人，另一則是表示企業日常營運活動的物件模式。而在研究過程中以行銷公司為例，建置系統分析雛型來加以探討與印證。 / The advent of a knowledge age, the critical factors of a survival and successful business are knowledge sharing and derivative knowledge assets between individual and group in an open informational environment. Consequently, our research based on Porter's '" value chain model J and adapted his "linear" model for "network" knowledge sharing model. And then the adapted model integrated with Nonaka's 「organizational knowledge creating process」 to construct the 「knowledge value chain」 model of a business. So the model can express the dynamic relations of sharing and creating knowledge. For implanting the knowledge management mechanism in business operational activities, we proposed new analysis processes of an information system as a knowledge management system. The method analyzes organizational knowledge structure in a culture aspect as culture knowledge, and subsumes the aspect under information system analysis and design. According to the different level of the knowledge workers as cultural groupings, we proposed standard model objects as knowledge agents. Interalios, the three levels of agents represent different demands in different context groups. During constructing knowledge management system, we used object-oriented software engineering in system developing method, for example the use case model. Therefore, the knowledge management system contain two analysis dimensions. One is the knowledge agent which represents organizational knowledge management structure. The other is the object model which displays business daily operations. In our research process, we illustrated the knowledge management system prototype with the marketing corporation.

The advent of a knowledge age,the critical factors of a survival andsuccessful business are knowledge sharing and derivative knowledgeassets between individual and group in an open information environment.Consequently, our research based on Porter's "value chain model" and adaptedhis "linear" model for "network" knowledge sharing model. And then theadapted model integrated with Nonaka's "organizational knowledge creatingprocess" to construct the "knowledge value chain model" of a business.So the model can express the dynamic relations of sharing and creatingknowledge.For implanting the knowledge management mechanism in business operationalactivities, we proposed new analysis processes of an information system. Themethod analyzes organizational knowledge structure in a culture aspect asculture knowledge, and subsumes the aspect under information system analysisand design. According to the different level of the knowledge workers as culture groupings, we proposed standard model objects as knowledge agents. Interalios, the three level of agents represent different demands in different context group. During constructing knowledge management system,we used object-oriented software engineering in system developing method,for example the use case model.Therefore, the knowledge management system contain two analysis dimensions.One is the knowledge agent which reprents organizational knowledge managementstructure. The other is the object model which display business daily operations.In our research, we illustrated the knowledge management system with the marketing corporation.

The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.