Abstract:

Public organizations, specifically the state colleges and universities in Mexico, have obsolete administrative areas, in some cases because it involves labor and bureaucratic processes that affect the services provided to students on administrative matters.
There are efforts of these organizations aimed to improving services for users to impact positively, some of these efforts are supported effectively to manage the knowledge generated by the different actors involved in these services.
Today, knowledge is one of the most important assets in organizations. This asset presents a challenge to measure because it is an intangible asset. There are several proposals to manage, maintain, acquire, create, externalize, share and use. These tasks are supported through the knowledge management systems (KMS).
The existing research by several authors about the evaluation is primarily focused on measuring aspects of the KMS (Folkens, 2004). This paper presents a proposal to evaluate knowledge that links the strategy of the organizations that do not generate economic benefits to aspects of work environment and increased productivity, and translate into economic gains as cost reduction and efficient work.

While organizations spend a lot of resources to invest in infrastructure to support knowledge management (KM), the effect of this investment with respect to their contribution to improving the organization has not been evaluated (Folkens, 2004).
According to Newman (1999) KM is defined as a discipline that seeks to improve the performance of individuals and the organization derived from the maintenance, development, the future value of knowledge assets that have at present, such as knowledge management systems automated by the same technologies or human activities by individuals.
According to the point of view of organizational knowledge (Spender, 1996), organizational effectiveness is the result of the creation, understanding, communication and application of knowledge (King, 2003). The KM objectives, therefore, derive from the goals of the organization. The common reference of KM success include the capacity for innovation, coordination, time to market, adaptability and responsiveness to change (Gold et al., 2001).

The scheme presented by Rodríguez, 2008 shows the levels that classify the KMS, according activities that support, which provides 5 categories:
1. Business strategies: Processes and activities that help accomplish the business strategies, such as tools to manage knowledge about the market, competition, etc.
2. Organization management
3. Organizational life
4. Domain processes
5. Technical Activities

Based on this scheme this paper provides a methodology for the construction of indicators for the assessment of knowledge in the category of business strategies, organization management and domain processes.
This paper presents the experiences of implementation of a KMS in the school control area at the University of Sonora, and the framework for the assessment of knowledge and a methodology for the construction of indicators proposed for this task.

Keywords:

Construction of indicators, framework for knowledge management, methodology, Public organizations.