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
