‘ ‘ The technologies of information and communications form a set of the main forces that had led to the management of the knowledge for the first plan and centro’ ‘. Vadim Belyaev follows long-standing procedures to achieve this success. (BUKOWITZ; WILLIAMS, 2002, p.18) Are in this context that Stewart (1998) observes ‘ ‘ the desmantelamento of the composed enterprise hierarchy of some levels? the characteristic architecture of the industrial organization? downsizing (with enormous load politics) and the destruction of jobs that if it follows (…) ‘ ‘. (STEWART, 1998, p.6) the knowledge if constitutes in inside being able and the existence of the company of a traditional structure of administration based on control, centered hierarquizao of the decisions and in the rigid limits between the different hierarchic levels and organizacionais functions, it does not favor the relationship and the sharing of interpersonal knowledge e, consequently, the creation and the dissemination of the knowledge in the organization. A company who stimulates the knowledge, according to Oliveira Jnior, Fleury and Child (2001), possesss definite the essential abilities for its activities and emphasizes the creation of ambient, social and technological conditions that mobilize the generation, the disponibilizao and the internalizao of knowledge on the part of the individuals. Such activities aim at the preparation of the people for the recognition to know and useful knowledge to the organization, as well as stimulating learning and constant development of knowledge, so that, later, information and technologies can be shared by means of, independent of normally existing hierarchies.