Purpose – The purpose of this \npaper is to explore the applicability \nof using concept maps in \norganizations where knowledge \nmanagement is the goal.

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Design/methodology/approach – \nBased on the principles stated by \nNonaka and Takeuchi about \nknowledge creation and conversion \nand on the work by Novak and \nGowin on concept maps, the core \nidea is to present the use of \nconcept maps as a technique that \nfacilitates, in some cases, and \nsupports, in others, the realization \nof the following knowledge \nconversion operations: \nsocialization, exteriorization, \ncombination and internalization. \nThese are the operations that, \naccording to Nonaka and Takeuchi \n(1999), allow for the transformation \nof individual knowledge into \ncollective knowledge and vice \nversa. Furthermore, it aims to \nanswer the question of how to \nsupport the process of knowledge \nmanagement in an organization \nthrough the use of a software \napplication like CmapTools.

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Findings – This paper shows that \nknowledge evolves through various \nstages, with particular \ncharacteristics that need to be \nacknowledged in order to be \nmanaged properly.

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Originality/value – The technique of \nemploying concept maps is \nappropriate to sponsor and \nfacilitate the transitions among \nthese stages of knowledge. It even \nallows for the preservation of the \nvaluable knowledge of a person \nthrough the management of \nindividual knowledge or the \nknowledge of a group of persons in \nan organization. This, in turn, \npromotes knowledge management \nin the enterprise itself.

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Concept Mapping & Mind Mapping Research