Knowledge management and new paradigms in training: some empirical evidences. This essay moves from an empirical research on corporate knowledge management projects in nine multinationals in France and Italy. The aim was to verify if the growing emphasis on human capita and a knowledge-based
approach in HRM were able to create new paradigms in lifelong training. Our results do show changes towards more shared and democratic training strategies, even if explicit knowledge is much more frequently mobilised than tacit knowledge, and HR policies still seem to enhance organisational learning by sharing explicit competencies rather than by creating an attitude to know based on self-training and socialisation of tacit knowledge.