Inside this company knowledge we find that what the company knows about its products, its processes, its employees, its market, its clients, etc, and about how to combine these elements to render the company competitive. Under this aspect, knowledge management seems to have the same goal of technology management but, being the former of greater importance, contains the latter one.

It results proven that knowledge is an important resource that must be acquired, categorized, conserved and used to reach the company's objectives and to create new opportunities.

Knowledge is an intangible asset, volatile and difficult to concretize and conserve, but strategic to the modern enterprise.

Memory is really useful only when it responds effectively to our requests

But we memorize something when it is, for us, meaningful, it is, when it relates to something we already knew. In this sense confrontation and stimulation with ideas and knowledge of others is very useful, to help us see relationships between new and old.

A constructivistic approach to learning encourages people to share knowledge, for reciprocal advantage deriving from personal knowledge integration in a common construction, rather than hiding that knowledge to intervene with a "personal discovery".

Much knowledge, in every organization, is lost, "walks away", or remains unused due to the innovative thinking low abilities.

Conceptual knowledge bases try to to solve this problem effectively.

One of the reasons why knowledge is not shared in big organizations is the lack of simple and efficient tools for sharing knowledge primary units. Particularly in the companies characterized as "knowledge companies", the ability to consent its own "knowledge workers" to share their own pieces of company knowledge and to work more efficiently is the critical point, but also determinant to have success in the global, innovative and dynamic market we face now.