Abstract (EN)

Progresses in information collection, storage and spreading have lead to anincreasing efficiency of decision and decision aiding processes in organisations. They haveprovided both new technological solutions for information treatment and new knowledgemanagement tools. This may have many implications and we may think of a new perception ofwhat knowledge management is. Through a study of the connection between knowledgemanagement and decision aid activity, this paper intends to put forward theoreticalfoundations of these changes: it puts into light that complexity in a decision stems from thefact that a problem is subjective, since it depends on the knowledge of the person who feelsthe problem. Therefore, knowledge management for decision aid must deal with this “being”dimension of knowledge, that is to say the knowledge which underlies each individualinterpretative framework. It also has to deal with the “doing” dimension of knowledge – thatis to say with skills and know-how - in allowing the company’s actors to use the knowledgeconveyed within company on the one hand and to create new knowledge on the other hand.Taking these two dimensions of knowledge into account aims at increasing the effectiveness ofthe different phases of the decision process.