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CHAPTER 3 Knowledge Management Models - Coggle Diagram
CHAPTER 3
Knowledge Management Models
Why?
KM activities need a conceptual framework to operate in order to produce benefits.
Big impact means it is CRITICAL for KM to have a solid theoretical foundation
Holistic Approach
people, process, organization & technology
Reviewed, Critiqued & Discussed
by practitioners, academics and researchers
Implemented and field tested for
reliability and validity
Models
von Krogh and Roos’ Model of Organizational Epistemology (1995)
individual knowledge vs social knowledge
Epistemology model is about how we think and internal knowledge
3 Types of Connection
the knowledge and the knowledge owner,
the knowledge and the knowledge seeker,
the knowledge owner and the knowledge seeker
5 Factors
mind set of the individuals
communication in the organization
organizational structure
relationship between the members
management of human resources
Nonaka and Takeuchi’s Knowledge Spiral Model (1995)
Socialization (tacit-tacit)
shares experience via observing, imitating
brainstorms without criticism
Externalization (tacit-explicit)
creating metaphors & analogics modeling
Internalization (explicit-tacit)
access to codified knowledge & goal based training
Combination (explicit-explicit)
sorting, adding, categorizing to create best practices
Strengths
critical understanding of tacit & explicit knowledge in an organization
Limitations
larger issues of decision making leverages tacit & explicit knowledge
Choo's Sense-Making KM Model (1998)
Sense Making
creating own reality by comparing current and past events
reduces uncertainty for unclear information
Ecological Change - Examine changes
Enactment - construct specific elements
Selection & Retention - attempt to interpret the rationale by making selections
Decision Making
used to identify & evaluate alternatives by processing the information
Knowledge Creating
transformation of personal knowledge between individuals through dialogue, discourse, sharing, and storytelling.
feeds the decision-making process to make informed, rational decisions.
Wiig’s Model (1993)
Knowledge must be public, shared, personal, organized
Completeness
relevant knowledge
Connectedness
well understood relation between objects
Congruency
consistency of the facts to link knowledge objects
Perspective & Purpose
POV influences relationship
Strength
active & practical
detailed & refined beyond tacit/explicit dichotomy
Shortcoming
limited research/experience of this model
Boisot’s I-space KM Model (1998)
information and data is different
information is extracted data from expectations / knowledge
effective information depends on sender & receiver
same coding scheme / language / context
Social Learning Cycle
Scanning
insights gained from Diffused data
Problem Solving
solved problems gives structure making it Codified
Abstraction
codified insights have a wide range and become Abstract
Diffusion
insights shared with a target population and become Diffused
Absorption
Codified insights is applied with knowledge and becomes Uncodified
1 more item...
Strength
makes effective links with content, information and KM
Drawback
Less known so no widespread implementation
The Intelligent Complex Adaptive System (ICAS) KM Model
adaptive complex living system
independent existence and survival
multiple independent agents interact locally
complex behavior emerges
results in nonlinear interactions, synergistic interactions, self-organizing systems
Organizational Intelligence
innovate, acquire knowledge, apply knowledge
Key Processes
Understanding
Creating New Ideas
Solving Problems
Making Decisions
Taking Actions to Achieve Results
Ways to Describe
Creativity for new ideas & concepts to solve problems ect
Problem Solving by individuals, teams & networks for inputs
Decision Making through 1 or more alternatives
Implementation is carrying out the selected process for results
Definitions
Data
set of discrete & objective facts
Information
Message via text/audio/visual
Knowledge
Translates information and experience into meaning and can be applied
experiences, values, contextual information & insight creates a framework for new experiences