Lecture 3 KNOWLEDGE MANAGEMENT (KM) MODELS

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Lecture 3: KNOWLEDGE MANAGEMENT (KM) MODELS

The Intelligent Complex Adaptive System (ICAS) KM Model by Bennet and Bennet (2004)

4 major ways of describing

Implementation

Problem solving

Creativity

Key processes

Taking actions to achieve desired results

Making decisions

Solving problems

Creating new ideas

Understanding

Nonaka and Takeuchi’s Knowledge Spiral Model (1995)

Limitations

Does NOT address larger issues of how decision making takes place

reflect practices to ensure all forms of conversion are being adequately supported and developed.

Subtopic

Tacit and explicit knowledge interact

Spiral Model

Combination (explicit-to-explicit)

Concepts

Sorted and systematized

Internalization (explicit-to-tacit)

Strongly linked to “learning by doing”

Externalization (tacit-to-explicit)

Advantages

Easily shared and leveraged

Tangible and permanent

Socialization (tacit-to-tacit)

Time consuming

Rarely captured

Knowledge remains tacit

von Krogh and Roos’ Model of Organizational Epistemology (1995)

Key Factor

management of human resources

relationship between the members

organizational structure

communication in the organization

Mind set of the individual

Boisot’s I-space KM Model (1998)

Drawbacks

Less known

Strength

Maps the organisational knowledge assets to social learning cycle

Links the content, information and KM in an effective way

Dynamic flow

6. Impacting

5. Absorption

4. Diffusion

3. Abstraction

2. Codification

1. Scanning

3Ds

Diffused - Undiffused

Abstract - Concrete

Codified - Uncodified

Key point

shared context

easily data can be structured and converted into information

Main topic

Wiig’s Model for Building and Using Knowledge (1993)

Drawback

lack of research and/or practical experience

adopt a more detailed or refined approach to managing knowledge

easily be integrated

Most pragmatic/practical model

Internalization

Level 5

Master

Level 4

Expert

Level 3

Competent

Level 2

Beginner

Level 1

Novice

Knowledge organization

Perspective and Purpose

Congruency

Connectedness

Completeness

Principle

“in order for knowledge to be useful and valuable, it must be organized”

Choo’s Sense-Making KM Model (1998)

Strengths

Particularly well suited to simulations and hypothesis or scenario-testing applications.

Represents organizational actions

Holistic treatment of key KM Cycle processes

From an organisation's knowledge vision perspective

Decision making

identify and evaluate alternative

Knowledge creating

feeds the decision-making process

new knowledge and competencies

transformation of personal knowledge

Sense making

3 phase

Selection and retention

Enactment

Ecological change