CHAPTER 2 Knowledge Management Life Cycle
Types of Life Cycle
Knowledge Management Life Cycle
Sharing & Accessing
Application & Reuse
Capture, Refinement & Codification
Review & Update
Knowledge Creation
Create knowledge through new way of doing things
Manage knowledge in repository for accuracy and relevance
Disseminate knowledge so that it is available to anyone whenever needed
Refine knowledge into context so it is usable
Capture the new knowledge
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The Bukowitz and Williams' Life Cycle
Build and Sustain - ensures future intellectual capital will keep the organization viable and competitive.
Assess - evaluate the intellectual capital by defining mission-critical knowledge and map current intellectual capital against future knowledge needs.
Divest - examine intellectual capital in terms of the resources required to maintain it and whether these resources would be better spent elsewhere.
Contribute - getting employees to share what they have learned to the communal knowledge base. For Example a repository.
Get - seeking out the information needed in order to make decisions, solve problems, or innovate
Use - how to combine information in new and interesting ways in order to foster organizational innovation
Learn - the formal process of learning from experiences as a means of creating competitive advantage.
The Zack & Meyer Life Cycle
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Presentation
Clearly provide the context of use.
Distribution
The channel to reach the end user.
Storage/retrieval
May be physical or digital.
Refinement
Logical or physical clean-up or standardizing into more readily usable knowledge.
Acquisition
Deals with sources of “raw” materials.
The evolution and renewal process are important.
Derived from design and development of
information products
Propose that research and knowledge about the design of physical products can be extended into the intellectual realm.
Information is ‘sold’ to customers.
The McElroy's Life Cycle
The Wiig Life Cycle
Consists of the processes of knowledge production and knowledge integration, with a series of feedback loops to organizational memory, beliefs, and claims and the business-processing environment.
Knowledge Production
To formulate, codify and evaluate a problem claim.
Knowledge Integration
To introduce new knowledge claims to its operating environment and retires old ones.
Strengths
The validation of knowledge is a step that clearly distinguishes knowledge management from document management.
Focuses on processes to identify knowledge content that is of value to the organization and its employees.
Clear description of how knowledge is evaluated and a conscious decision
Strengths
Incorporated tacit and explicit knowledge management
- The learning of knowledge content
- The decision as to whether to maintain this knowledge or divest this knowledge content.
Addresses how knowledge is built and used as individuals or as organizations.
Broad range of learning from all types of sources
formal education or training
peer sharing
intelligence from other sources
personal experience
Advantages
Ways in which knowledge can be applied and used are linked to decision-making sequences and individual characteristics.
Emphasis on
Clear and detailed description of how organizational memory to generate value for individuals, groups, and the organization
The business use of that knowledge
Constraints that may prevent that knowledge from being fully used
The role of knowledge and skill
Opportunities and alternatives to managing that knowledge
The expected value added to the organization.
Integrated Life Cycle
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Knowledge creation - The development of new knowledge and know-how
Knowledge capture - The identification and subsequent codification of existing internal knowledge .
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Knowledge sharing and dissemination
These deal with how to make the knowledge accessible to the users - establishing the access channels to the knowledge, specifically the cultural, social and technological means.
Knowledge acquisition and application
These deal with how to consolidate the separate pieces of knowledge into an working whole.
Contextualize
Identifying the key attributes of the content in order to better match to a variety of users
seamlessly embedded in the business processes of the organization.
Maintaining a link between the knowledge and those knowledgeable about that content
Summary
Knowledge architecture
transformation of knowledge
knowledge objects reach intended end users and are put to good use
enables the staged processing
retain and share knowledge with a wider audience
Framework
Help to classify the different types of activities and functions needed to deal with all knowledge-related work