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Chapter3: Knowledge Management Model - Coggle Diagram
Chapter3:
Knowledge Management Model
Wy need KM Model?
KM have profound impact on success or failure of an organisation
Major KM activities described in KM Cycle require a conceptual framework to operate within
von krogh and Roos' Model of Organizational Epistemology
(1995)
Successful organization KM
Innovation
Competitive organizational
Organizational goals
Factors
communication in the organization
organizational structure
Relationship between the members
Mind-set of the individuals
Management of human resources
Nonaka and Takeuchi's Knowledge Spiral Model (1995)
Continuous processes
Socialization (Tacit to tacit)
Externalization(tacit to explicit)
Combination(Explicit to Explicit
Internalization(Explicit to tacit)
Advantage
Provides a critical understanding of how both tacit and explicit knowledge interact within and organization
Disadvantage
Does not address how decision making takes place by leveraging both tacit and explicit knowledge
The importance of Knowledge Management Model
-To ensure the completeness or depth in the practice
-Enable a better description and better prescription
Boisot's I-space KM Model(1998)
The more easily data can be structured and converted into information, the more diffusible it becomes
The less data that has been so structured requires a shared context for its diffusion, the more diffusible it becomes
Choo's Sense Making KM Model (1998)
-Focus on how individuals must make sense or develop understanding of the knowledge that is available in the organization
-Efforts to boost sense-making, through developing individuals knowledge, skills and talents will be critical to enhancing organizational performance
Process
Sense Making
Decision making
Knowledge creating
Strengths
Holistic treatment of key KM cycle processes extending to organizational decision making which is often lacking in other theoretical KM approaches
Represents organizational actions with high fidelity
Wiig's Model (1993)
Principle
In order for knowledge to be useful and valuable, it must be organized
Organised based on
Perspective and Purpose
Congruency
Connectedness
Completeness
Forms of knowledge
Personal Knowledge
Shared knowledge
Public knowledge
Strength
Most active and practical model
Weakness
The paucity of research and/or practical experience