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This paper aims to identify and analyze the actions in the Network of Libraries and Information Centers on Art in the State of Rio de Janeiro (REDARTE/RJ), in order to promote the production of new knowledge and implementation of new ideas, minimizing the difficulties met by information professionals who work in institutions which integrate the Network, so that to optimize the users services and the enrichment in the thematic field of Information on art. It nvestigates if the organizational and informational culture of REDARTE/RJ supports cooperation, collaborative work, information and experience sharing and the use of information and communication technology. It analyses the process of cooperation, sharing and collaboration among the participants of REDARTE/RJ, aiming to verify if the Network might be considered a social knowledge network. It seeks to understand the way that REDARTE/RJ has used and taken advantage of the interaction and collaboration as means to the accomplishment of the purposes determined in its bylaws. It comes to the conclusion that REDARTE/RJ has had a relevant role in Information on art, and has been useful to its users and to the professionals and institutions which are part of it, but in order to become a social knowledge network, there are still some aspects to be improved.

While defining the information audit is a tool that can be used to not only identifying strategically significant information resources, but also to identify those tasks and activities that create knowledge and those that rely on the transfer of knowledge from the other area of the organization. This article firstly describes the relationship between the information audit process and knowledge management. Secondly, introduces the seven stage information audit models. It discusses each stage of the model in terms of its contribution to the process and the desired outcomes. Concludes by examining the potential benefits of using the information audit as a foundation that can be built on as the knowledge management strategy is developed.

Since the decade of 80 when the information management as a resource had a higher emphasis, it also aroused the need to deepen the control measures of such information. This way appeared the informational audit with different focuses. One decade later, the organizations evaluated that the work with information was not enough, but that people and their knowledge marked differences. Then they began to study the phenomenon of the management processes associated to the organizational knowledge, generating also different kinds of audit to this resource. If between the information and the knowledge exist skidding borders, the same may also occur among the audits in both the resources. In fact when an information audit is made in any manner the knowledge is present and vice versa. Therefore, this route presents us the option to think in the integration of both the focuses in an integral methodology which may develop in different organizations. This article introduces us to these issues and justifies the need to count on an integral methodology to the development of these audits in organizational level.