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Despite the interrelationship between knowledge management and organizational memory, there is a gap in the literature of knowledge management implementation models that consider the characteristics of organizational memory. In view of this situation, a knowledge management implementation model focused on the characteristics of organizational memory has been developed, and the purpose of this paper is to analyze the applicability of this model in Spanish organizations.

In addition to a literature review on the main concepts involved, interviews were conducted with managers of Spanish organizations. The research is of a qualitative nature, characterized as descriptive and exploratory, whose universe of research is the companies of the meat sector in Salamanca, Spain. The qualitative technique of content analysis was used as the research methodology.

After the interviews, it is concluded that the proposed model is a valid and necessary instrument for the implementation of knowledge management focused on organizational memory.

The originality of this study is due to the demonstration of the applicability of a knowledge management model that considers, in a direct way, the characteristics of the organizational memory, indispensable for the adequate application of knowledge management in organizations.

Migration from the traditional management model to the BPM (business process management) approach results in improved process performance. In order to promote BPM, it is necessary to have an organizational approach that defines the necessary tasks of the processes' project, day‐to‐day execution, and learning‐related tasks. In this aspect, there are difficulties and barriers to be confronted in a different way through organization. The purpose of this paper is to analyze the importance attributed to the tasks necessary for process management considering the way the management of these tasks and barriers found in order to change from functional management to process oriented management.

A case study was developed on two companies from the services sector. In‐depth interviews with managers from the companies studied were conducted.

It was identified that these companies found themselves at different levels of transition from the functional management process to process oriented management and that people and organizational cultures are presented in both organizations as the main barriers to changes within this management model.

This research is based on a broad bibliographical base in opposition to the limited capacity of empirical validation.

The paper describes an empirical case study which refers to BPM tasks and to the barriers that will be transposed in order to promote business process management. The research investigates which BPM tasks are executed and the importance of each task and even the barriers against changing the management.