Similarly to these authors, knowledge is "a dynamic process of justifying personal belief in pursuit of truth. Knowledge is action "(p 78). Similarly, the Learning Organization is conceived by these authors as "an organization that is continually evolving, which transforms the flow of information in the stock of knowledge and at the same time, it spreads to other areas of the organization and encourage systematic self-organization of information" (p. 72). With regard to knowledge creation process in organizations, which the authors refer to is what supports his theory of Organizational Learning, distinguishes two fundamental pillars associated with the creation of organizational knowledge, which are, tacit knowledge and explicit knowledge: the first is referred to something not so evident and difficult to express, is very personal and not easy to raise through the formal language, so it is difficult to transmit and share it with others.
It is rooted in the depths of the actions and individual experience, as well as ideas, values and emotions of each person. On the other hand, tacit knowledge includes cognitive and technical elements. The elements cognitive focus on mental models, and the technical element of tacit knowledge contained in Know-how (the ability to know how to perform a task), specific trades and skills. For the second, explicit knowledge is that which can be transmitted using the formal and systematic language. Knowledge creation occurs in the conversion of tacit knowledge to explicit. It is during the time it takes the conversion of tacit knowledge to explicit knowledge and tacit back, when you create organizational knowledge.