Knowledge management: benchmarking traps

Nowadays the world is on the threshold of the sixth scientific and technical revolution. The task of the priority development of science and the dynamic implementation of its achievements is brought to the forefront. The appearance of the new subject - "knowledge management" - became one of the responses to the challenges of modern times. The core of the knowledge management issues is the formation of training institutions. The emphasis in the field of knowledge has been shifted: if the researchers' attention earlier was focused primarily on the subject areas chosen by them, then nowadays it is studied how knowledge is produced, used and reproduced inside an organization. Henceforth a firm is a "sanctuary" where the society produces new knowledge, and a manager is a "priest" who contributes to the mining of it. The key component of institution's knowledge is latent, implicit knowledge which has by the way about 90 % share of all institution's knowledge. Latent knowledge is institution's "practical reason", it is impossible to set it out on any storage medium or even to pronounce it. Knowledge received and developed through experience is "sticky", it sticks to institutions and certain people that is why it is impossible to sell and buy it in the free market. The emphasis in the field of benchmarking has been shifted as well in connection with this. The traditional replication of products, processes and procedures of other institutions guarantees only downfall to the level of these institutions. The creation of self-developing organization on the basis of efficient use of creative abilities of all employees became the goal of benchmarking tools. Heads of organizations who do not realize the necessity of interactive managerial changes can not add dynamism to innovation-based development. The main competitive advantage nowadays is the ability to cognize faster than one's competitors.

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