The digitalization of processes, the creation and definition of e-Corporation began with the implementation of e-Business architectures. In “Information Economics” IT has strongly influenced and determined organizational change and business processes. The adaptation of complex organizations to the scenarios imposed by the arrival of the Network as an infrastructure to implement and reach their business objectives, involved the development of models different from the traditional ones, the formulation of new management strategies, the identification of targeted tactics to create an integrated and interconnected environment. At the macro level, the Technological Disruption pushes you to create business ecosystems by modifying the traditional industrial and economic structures and the relationships between the various operators and subjects that are a part of it.

The true competitive advantage of organizations, in an evolving liquid market governed by uncertainty and instability, lies in the “knowledge” possessed by the people who are part of it and in good business processes; such knowledge resides in documents and systems and represents an intangible value for companies.
Managing business activities and processes through ICT solutions (Information and Communication Technology) means being able to identify, collect, process, store and make accessible the knowledge of organizations, in order to further business development.

The Knowledge Management (KM) – Discipline and approach for the implementation of organizational forms that aim at innovation and want to remain competitive – is achieved through three fundamental cornerstones: People, Processes and Technology. KM projects focus on those who have the knowledge that the organization is interested in acquiring and making useful for strategic business decisions; it draws the path for the creation of a virtuous circle of creation of new knowledge on the basis of the acquired one, appropriately elaborated; identifies who should be given; identifies the areas of belonging, the various company functions that must be able to access them; defines the content field, how to manage it and how this information enrichment could impact the organization; identifies the means or systems of transmission, reception, storage and processing of data and information that are appropriate to the context of reference.

For this reason, The KM envisages the development of systems that facilitate collaboration to aid the exchange of information and to process all the data the organization comes into contact with whether it is structured or unstructured, coming from multiple sources, available in several formats. Such development happens through Big Data Analytics and Business Intelligence re-work for the creation of Decision Support Systems.

In order for data and information to become knowledge, it is necessary to create on one hand the appropriate infrastructure, designing architectural platforms that provide for a coherent and integrated environment, and on the other to have promoted and spread a culture of Knowledge Sharing within the organization, in compliance with the Knowledge Sharing methodologies and tools.

In the Knowledge Economy, organizations pursue a Digital Innovation strategy, a process in which technology offers new means, new solutions and operating methods that set up organizational models aimed at creating Knowledge & Social Organization. In fact, digital technologies have changed the way businesses operate and relate to their reference environment, both external and internal.