Dynamizing Knowledge Processes Through Actional Intelligence in an Engineering Context

Abstract Knowledge management and engineering management are closely related. However, the latter has focused primarily in the codification and systemization of knowledge. This article proposes a schema based on organizational learning and cultural values that enhance the latter and aims at explaining how knowledge can be actioned and deployed successfully in an organization. The construct was field tested among the technical staff of a large perfumes firm. This article parts from the influential concept of actionable knowledge introduced by Chris Argyris and his school and follows with subsequently-developed paradigms, such as the knowledge maturity model, organizational competencies, and Actional Intelligence. From a practical point of view, it proposes concrete recommendations for the utilization of knowledge management by engineering managers and fills the cultural and organizational gap of traditional knowledge engineering approaches. Additionally, it aims at contributing to a better understanding of knowledge management systemization and practice. It fills a particular research gap in the state of the art of knowledge management practice, while it suggests a more reasonable and comprehensible focus of knowledge management and a more precise and dynamic perspective to engineering management and knowledge engineering.