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Top1. Introduction
For some fifteen years, the approaches to the management of knowledge are implemented in organizations to optimize the knowledge use and sharing between actors. The numerous definitions of knowledge management demonstrate the diversity of these approaches. As part of the analysis proposed in this paper, the definition chosen is that of Ermine zt al., (2010) who considers the knowledge management as “The management of knowledge to locate, formalize, share, enrich and enhance the critical and strategic knowledge in companies”. To this definition are associated the notions of “organizational memory, information sharing and collaborative work”. These notions show the knowledge as a true strategic resource for company (Pusa & Haapalainen, 2012; Prax, 2012). The implementation of this type of knowledge management system, such knowledge mapping, contributes to the identification of individual knowledge, which the visualization mode allows a glimpse of the potential interactions between the actors of an organization, or the networking of these individuals and their knowledge. According Aubetin (2006), the knowledge mapping is therefore a KMS (Knowledge Management System) that intervenes in the identification and analysis of a heritage of knowledge in the perspective of a development strategy for thereof. The knowledge maps are not solely a tool for knowledge representation, but also facilitate decision making. Similarly, Eppler (2001) describes the knowledge mapping as “front attend an employee, a team or department to characterize and use the knowledge available within an organization”. In his thesis, Sellin and Kelly (2011) asserts that knowledge mapping provides a mode of representation more global, allowing however, a more focused analysis (the fact of the visibility provided) on a network of knowledge, organized within a logical of contents. Whatever its form, knowledge mapping constitutes a guide which allows to localize the knowledge key of the organization, by mentioning as well the persons who possess that the documents or databases in order to facilitate access. Moreover, Scaife and Rogers (1996) stressed that “The visualizations can increase our processing capacity by visualizing abstract relationships between the elements”. The visual representations proposed in the knowledge management systems are mostly based, at least implicitly, from a formal point of view on tree models or more generally graphs (Ermine, 2010). These models of knowledge visualization allow ensuring better exploitation of knowledge models by experts. Similarly, Eppler and Burkhard (2005) confirmed that the knowledge visualization is a nascent burgeoning field (Eppler & Burkhard, 2005) and the analysis of this fundamental aspect in a process of knowledge management is still in its infancy (Burkhard, 2005).
In this paper, we propose a new dynamic fusion approach of activities knowledge maps in a trades process guided on the one hand, by the graphical representation of knowledge mapping (Aubertin, 2006) and, on the other hand by the boolean modelling inspired from the cellular machine CASI (Atmani & Beldjilali, 2007; Atmani et al., 2013; Brahami et al., 2013). The paper is organized as following: Section 2 describes the related theories and technologies, which form the basic principles of the combination and the fusion of knowledge maps. A general description of our proposed approach is showed in Section 3. Section 4 describes the representation by logigrams under tree form and presents the approach of the dynamic fusion of the knowledge maps of activities in the trade’s process. An illustration of the framework in collaborative project between our laboratory (laboratory of computer science of Oran) and SEMEP (Service of Epidemiological and the preventive medicine) is described in Section 5.