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4 Knowledge Management Models That Can Supercharge Your Organisation - Helpie WP

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Each organization has its own unique knowledge management strategy (KM) and modeling.

You would agree that it really helps to understand if the strategy addresses the strategic needs of the organization.

Knowledge itself is the ability to apply the tacit and explicit information in problem-solving, decision making or effecting an improvement within the core values of an organization.

A KM model is a structured way to look at the process of KM used by an organization in order to investigate its properties and tailoring it to the organization's specific needs. All models basically have four parts:

Also See Best Knowledge Management Tools

Some models like the Nonaka Model elaborates more on the "Use" and "creation" parts while the Zack Model concentrates more on the customization part or the refinement of the information.

At first, the information captured needs to be processed to distill only the business critical knowledge, also called strategic knowledge, which has to be verified and validated by key stakeholders.

This information stored in usable formats has become Knowledge. This knowledge has to be distributed to the relevant target group and enables the user to solve problems for example. This process of converting information into knowledge that can be used is called the Knowledge Management Cycle.

Note: You can setup your own Knowledge Management site with Helpie.

The 4 comprehensive and widely used KM models are elaborated here:

WIIG Model

Karl Wiig, proposed his KM model in 1993 with the claim that knowledge will be useful and valuable only if it is organized and synchronized. According to Wiig, the ultimate purpose of KM is "to make the organization intelligent-acting by facilitating the creation, accumulation, deployment, and use of quality knowledge." Through his KM cycle, WIIG attempts to show how knowledge is built and used by individuals and organizations.

The 4 stages of WIIG's model are:

Building knowledge: from external and internal knowledge sources covering both tacit and explicit knowledge.

Holding knowledge: Storing the information in specific and easily retrievable physical formats and in people through training.

Pooling knowledge: Using appropriate KM systems to ensure cross-talk between pools or groups of experts.

Applying knowledge: Here the use of knowledge is in changing or improving the work processes so that new knowledge is automatically embedded.

Some of the defining characteristics of the Wiig model are

Completeness: Whether tacit or explicit there are several sources of knowledge, each with incomplete information. When building knowledge for the organization the completeness of this knowledge is an important step to utilization.

Connectedness: To understand the big picture and realize how knowledge may be used it is important that different parcels of knowledge are interconnected. This helps pull out related information quickly and assimilate in decision making.

Congruency: This is the alignment between facts and figures, concepts and content to the organization's objectives and the utility will be directly proportional to how the knowledge becomes a crutch for problem-solving.

Purpose and Perspective: Capturing knowledge with a particular perspective is to look at the elements that may be required in future for a particular purpose. This would enable us to glean information from a particular point of view and increase relevancy to the user.

Nonaka and Takeuchi Model

Here the focus is on knowledge creation. In order for innovation to take place, the bar has to be raised, first, in the sphere of knowledge creation. The model defines and elaborates on the 2 types of knowledge, the explicit knowledge which is well documented and tacit knowledge which is a result of years of experience and hence is likely to unconsciously reside at the back of the mind of the expert using this knowledge.

Since knowledge creation is a continuous process and occurs in both a planned and accidental way across the organization, this model considers the capture of this knowledge as the key to continuous improvement.

Nonaka also specifies the 4 methods of knowledge conversion:

1. Socialisation (tacit to tacit)

2. Externalisation (tacit to explicit)

3. Combination (explicit to explicit) and

4. Internalisation (explicit to tacit)

Explicit knowledge can be processed by either a human or computer whereas tacit information can only be processed by the person who holds it. Let's now look at each of the methods of knowledge conversion.

Socialisation: This is where knowledge sharing takes place through presentations, demonstrations, one-on-ones etc. It can be between two individuals over coffee or a formal open-up session. It may also take the form of a mentorship program where the objective itself is the systematic download of tacit information onto a successor.

Externalisation: Here knowledge is stored to disseminate in a planned manner e.g. through publication, presentations in seminars and conferences etc. Academic institutions and research and development centres have this as their priority as they are viewed as the source of information dissemination.

Internalisation: Simply put this is training with a purpose. If you need to fix your water heater, you first "internalise" or learn the "explicit" knowledge which the user manual may contain in order to then use this knowledge to troubleshoot. Similarly, an organisation may need experts to pore over certain documented information to troubleshoot a manufacturing line to reduce rejections or streams of financial data to plug profitability leaks.

Combination: Here knowledge enhancement and adaptation takes place. The tacit information is combined with explicit information to create knowledge adapted or enhanced to tackle a specific problem or about a particular project.

ZACK Knowledge Management Model

The model put forward by Meyer and Zack defines the various stages of a KM cycle emphasising the "refinery". The stages of information collection to conversion into usable knowledge have been enumerated as; acquisition, refinement, storage and retrieval, distribution and presentation or use.

Each of these stages is networked using pure logic in order to facilitate analysis of the knowledge repository and clear mapping of each of the stages of the KM cycle. Let's look at these stages a little more closely:
Acquisition of Data or Information
At the information, stage focus is given to the quality and accuracy of the information. This in the context of where our materials come from and what specifications they carry can range from, scope, breadth, depth, credibility, accuracy, timeliness, relevance, cost, exclusivity etc.

Imagine buying wheat flour for making biscuits in your factory.

You have many vendors of wheat flour and each has given you a different specification and price for the same flour and delivery schedule.

It would be impossible to compare and come to a purchase decision even if quality and delivery schedules are the same. In this case, the data capture needs to ensure the information is standardised and only comparable data which is important for biscuit manufacturing is captured in a standard format.

In acquisition, the guiding principle is "Garbage In Garbage Out" which means people have to be trained to get first time right, whatever information they put into the system to get analysable data downstream.
Refinement
After acquiring information, it has to be stored, but all information cannot be stored. First, the information has to be converted to knowledge packets. This helps storage and retrieval to become easy in the future. This process of conversion of information to knowledge packets is called refinement.

There can be many types of refinement applied to the information depending on the requirements of the organisation like:

Physical, e.g., migrating from one medium or location or software to another.

Logical, e.g., restructuring the information into preset formats, indexing and integrating this information into a larger group of information to be used later.

Cleaning, e.g., getting rid of redundant information or duplication or even removing unnecessary parts of the entire information package.

Standardisation, e.g., tailoring all information into predefined templates in order to make comparisons easier and improving the usability of the information.
Storage and Retrieval
The repository of information nowadays tends to be in the form of customised software, but traditional businesses still store files, folders and other printed and written information.

This information will be used downstream during the stages of product creation, e.g., information required for recipe and label creation, packaging, and claim elements, etc.
Distribution
Here the various recipients of the information are defined, and the mode in which they may receive this information is also defined, e.g., mails, prints, dossiers, etc. The timing and frequency at which they are to receive this information and even form or language may need to be specified.
Presentation
This is the final step where the hitherto fore considered "information", is going to take the shape of "knowledge".

Presentation of the information, depending on the complexities of the organisation, has to consider the recipient. Each recipient will have particular needs for different parts of the information whole. Tailoring and packaging the information for each group of recipients increases productivity.

Feedback is generated from the final users of this knowledge in order to continuously improve the repository and eliminate redundant information or add new elements to the information capture.

The Meyer and Zack model is considered one of the best models having an end-to-end scope and covering the entire organisation giving a complete picture of all the elements of a robust KM model.

BUKOWITZ and WILLIAMS Model

This model is basically a management framework that outlines "how organisations generate, maintain and expand a strategically correct stock of knowledge to create value". All types of knowledge are recognised by this framework and may include information databases, information technologies, communication infrastructure, organisational intelligence, skills, and know-how latent at certain function etc.

The schematic diagram above shows the "Get", "Use", "Learn" and "Contribute" stages. These stages are linked to the strategic need of the organisation.

Get Stage: Specific information required to make decisions, solve problems, or required to create new products or services, is sought or procured.

Use Stage: Here this information is combined in various ways by individuals or groups in order to make the information usable, e.g. for innovation or renovation.

Learn Stage: Whenever knowledge is used in a business environment, regardless of success or failure of the venture, new knowledge is generated. In order that the same mistakes are not repeated and to use the new knowledge to improve competitive advantage, integration of this new knowledge back into the system is fostered.

Contribute stage: Here the employee contributions are sought in order to continually update database and repositories. This is one of the ways of documenting tacit knowledge.
Conclusion
Modelling in KM is the science of pictorially depicting the KM framework that shows the integration and inter-relationships between various elements in a lucid manner. Models broadly try to capture all the different processes within an organisation, the unique knowledge requirements of each of them and facilitate a system of acquiring and storing this knowledge to enable continuous learning and improvement in the functioning of the organisation. A knowledge management framework is one which captures all the relevant aspects of KM with appropriate detail. As organisational needs vary, each model must choose its key focus areas and areas of redundancies so as not to waste time and resources in capturing irrelevant data.
If you want to create an amazing Collaborative Knowledge Management Wiki System for your school, college, team, organisation or for yourself, check out this article: Create a Knowledge Base for your WordPress website with Helpie [Step By Step Tutorial]

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4 Knowledge Management Models That Can Supercharge Your Organisation - Helpie WP

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Each organization has its own unique knowledge management strategy (KM) and modeling. You would agree that it really helps to understand if the strategy addresses the strategic needs of the organization. Knowledge itself is the ability to apply the tacit and explicit information in problem-solving, decision making or effecting an improvement within the core ...

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Develop, support, codify big data. What can become explicit?
Volume-
Velocity- the speed at which we can process data
Variety-nature and variety of data
Variation
Veracity-Garbage in-Garbage in
Validity
How do you display the data? Make it explicit
Fresh data? How old is it? Assessment data
Vulnerability of data- hacking data
Value-extracting something useful

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Within your assigned team:

Explore knowledge management models;

Describe knowledge management from an improvement science perspective within an organization of the team’s choice;

Investigate and report the knowledge management analytical approaches  within the organization;

Illustrate innovative knowledge management strategies for big data (a large amount of data, but more new applications, cultural adjustments, dealing with data we’ve never dealt with before to come to answers within the organization, perhaps a 1,500 person data set, etc). Perhaps do not have competencies to integrate big data (like Google with billions of records). Theirs is new and critical). Ability to get data sets to answer a POP within an organization and. Have informatic and analytic platform to respond. Difficulty with organizations who are new to big data… leadership may not embrace it yet. Educating them first and showing them the benefit. If they don’t have data there are public use data sets to assist with conclusions. How are we flexible. In the 90s we were pulling down 10% samples through DOD. Adaptations we go through to run data our leadership is looking for is imperative.  A different mindset that the students pick up. Providing resources and guidance for students. Applications within the organization.

Vimeo, video, ppt., scholarly paper, infographic. (CLO 2)

Please find below the rubric to which this assignment is graded:

Unit Two - Knowledge Management Models Group Assignment Rubric- PDF Document (1.1 MB)

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Knowledge Management - The SECI Model (Nonaka & Takeuchi 1996) || Tacit and Explicit Knowledge

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KNOWLEDGE MANAGEMENT MODELS BY : Tilahun Deribe December 2015

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Each organization has its own unique knowledge management strategy (KM) and modeling.

You would agree that it really helps to understand if the strategy addresses the strategic needs of the organization.

Knowledge itself is the ability to apply the tacit and explicit information in problem-solving, decision making or effecting an improvement within the core values of an organization.

A KM model is a structured way to look at the process of KM used by an organization in order to investigate its properties and tailoring it to the organization's specific needs. All models basically have four parts:

Also See Best Knowledge Management Tools

Some models like the Nonaka Model elaborates more on the "Use" and "creation" parts while the Zack Model concentrates more on the customization part or the refinement of the information.

At first, the information captured needs to be processed to distill only the business critical knowledge, also called strategic knowledge, which has to be verified and validated by key stakeholders.

This information stored in usable formats has become Knowledge. This knowledge has to be distributed to the relevant target group and enables the user to solve problems for example. This process of converting information into knowledge that can be used is called the Knowledge Management Cycle.

Note: You can setup your own Knowledge Management site with Helpie.

The 4 comprehensive and widely used KM models are elaborated here:

WIIG Model

Karl Wiig, proposed his KM model in 1993 with the claim that knowledge will be useful and valuable only if it is organized and synchronized. According to Wiig, the ultimate purpose of KM is "to make the organization intelligent-acting by facilitating the creation, accumulation, deployment, and use of quality knowledge." Through his KM cycle, WIIG attempts to show how knowledge is built and used by individuals and organizations.

The 4 stages of WIIG's model are:

Building knowledge: from external and internal knowledge sources covering both tacit and explicit knowledge.

Holding knowledge: Storing the information in specific and easily retrievable physical formats and in people through training.

Pooling knowledge: Using appropriate KM systems to ensure cross-talk between pools or groups of experts.

Applying knowledge: Here the use of knowledge is in changing or improving the work processes so that new knowledge is automatically embedded.

Some of the defining characteristics of the Wiig model are

Completeness: Whether tacit or explicit there are several sources of knowledge, each with incomplete information. When building knowledge for the organization the completeness of this knowledge is an important step to utilization.

Connectedness: To understand the big picture and realize how knowledge may be used it is important that different parcels of knowledge are interconnected. This helps pull out related information quickly and assimilate in decision making.

Congruency: This is the alignment between facts and figures, concepts and content to the organization's objectives and the utility will be directly proportional to how the knowledge becomes a crutch for problem-solving.

Purpose and Perspective: Capturing knowledge with a particular perspective is to look at the elements that may be required in future for a particular purpose. This would enable us to glean information from a particular point of view and increase relevancy to the user.

Nonaka and Takeuchi Model

Here the focus is on knowledge creation. In order for innovation to take place, the bar has to be raised, first, in the sphere of knowledge creation. The model defines and elaborates on the 2 types of knowledge, the explicit knowledge which is well documented and tacit knowledge which is a result of years of experience and hence is likely to unconsciously reside at the back of the mind of the expert using this knowledge.

Since knowledge creation is a continuous process and occurs in both a planned and accidental way across the organization, this model considers the capture of this knowledge as the key to continuous improvement.

Nonaka also specifies the 4 methods of knowledge conversion:

1. Socialisation (tacit to tacit)

2. Externalisation (tacit to explicit)

3. Combination (explicit to explicit) and

4. Internalisation (explicit to tacit)

Explicit knowledge can be processed by either a human or computer whereas tacit information can only be processed by the person who holds it. Let's now look at each of the methods of knowledge conversion.

Socialisation: This is where knowledge sharing takes place through presentations, demonstrations, one-on-ones etc. It can be between two individuals over coffee or a formal open-up session. It may also take the form of a mentorship program where the objective itself is the systematic download of tacit information onto a successor.

Externalisation: Here knowledge is stored to disseminate in a planned manner e.g. through publication, presentations in seminars and conferences etc. Academic institutions and research and development centres have this as their priority as they are viewed as the source of information dissemination.

Internalisation: Simply put this is training with a purpose. If you need to fix your water heater, you first "internalise" or learn the "explicit" knowledge which the user manual may contain in order to then use this knowledge to troubleshoot. Similarly, an organisation may need experts to pore over certain documented information to troubleshoot a manufacturing line to reduce rejections or streams of financial data to plug profitability leaks.

Combination: Here knowledge enhancement and adaptation takes place. The tacit information is combined with explicit information to create knowledge adapted or enhanced to tackle a specific problem or about a particular project.

ZACK Knowledge Management Model

The model put forward by Meyer and Zack defines the various stages of a KM cycle emphasising the "refinery". The stages of information collection to conversion into usable knowledge have been enumerated as; acquisition, refinement, storage and retrieval, distribution and presentation or use.

Each of these stages is networked using pure logic in order to facilitate analysis of the knowledge repository and clear mapping of each of the stages of the KM cycle. Let's look at these stages a little more closely:
Acquisition of Data or Information
At the information, stage focus is given to the quality and accuracy of the information. This in the context of where our materials come from and what specifications they carry can range from, scope, breadth, depth, credibility, accuracy, timeliness, relevance, cost, exclusivity etc.

Imagine buying wheat flour for making biscuits in your factory.

You have many vendors of wheat flour and each has given you a different specification and price for the same flour and delivery schedule.

It would be impossible to compare and come to a purchase decision even if quality and delivery schedules are the same. In this case, the data capture needs to ensure the information is standardised and only comparable data which is important for biscuit manufacturing is captured in a standard format.

In acquisition, the guiding principle is "Garbage In Garbage Out" which means people have to be trained to get first time right, whatever information they put into the system to get analysable data downstream.
Refinement
After acquiring information, it has to be stored, but all information cannot be stored. First, the information has to be converted to knowledge packets. This helps storage and retrieval to become easy in the future. This process of conversion of information to knowledge packets is called refinement.

There can be many types of refinement applied to the information depending on the requirements of the organisation like:

Physical, e.g., migrating from one medium or location or software to another.

Logical, e.g., restructuring the information into preset formats, indexing and integrating this information into a larger group of information to be used later.

Cleaning, e.g., getting rid of redundant information or duplication or even removing unnecessary parts of the entire information package.

Standardisation, e.g., tailoring all information into predefined templates in order to make comparisons easier and improving the usability of the information.
Storage and Retrieval
The repository of information nowadays tends to be in the form of customised software, but traditional businesses still store files, folders and other printed and written information.

This information will be used downstream during the stages of product creation, e.g., information required for recipe and label creation, packaging, and claim elements, etc.
Distribution
Here the various recipients of the information are defined, and the mode in which they may receive this information is also defined, e.g., mails, prints, dossiers, etc. The timing and frequency at which they are to receive this information and even form or language may need to be specified.
Presentation
This is the final step where the hitherto fore considered "information", is going to take the shape of "knowledge".

Presentation of the information, depending on the complexities of the organisation, has to consider the recipient. Each recipient will have particular needs for different parts of the information whole. Tailoring and packaging the information for each group of recipients increases productivity.

Feedback is generated from the final users of this knowledge in order to continuously improve the repository and eliminate redundant information or add new elements to the information capture.

The Meyer and Zack model is considered one of the best models having an end-to-end scope and covering the entire organisation giving a complete picture of all the elements of a robust KM model.

BUKOWITZ and WILLIAMS Model

This model is basically a management framework that outlines "how organisations generate, maintain and expand a strategically correct stock of knowledge to create value". All types of knowledge are recognised by this framework and may include information databases, information technologies, communication infrastructure, organisational intelligence, skills, and know-how latent at certain function etc.

The schematic diagram above shows the "Get", "Use", "Learn" and "Contribute" stages. These stages are linked to the strategic need of the organisation.

Get Stage: Specific information required to make decisions, solve problems, or required to create new products or services, is sought or procured.

Use Stage: Here this information is combined in various ways by individuals or groups in order to make the information usable, e.g. for innovation or renovation.

Learn Stage: Whenever knowledge is used in a business environment, regardless of success or failure of the venture, new knowledge is generated. In order that the same mistakes are not repeated and to use the new knowledge to improve competitive advantage, integration of this new knowledge back into the system is fostered.

Contribute stage: Here the employee contributions are sought in order to continually update database and repositories. This is one of the ways of documenting tacit knowledge.
Conclusion
Modelling in KM is the science of pictorially depicting the KM framework that shows the integration and inter-relationships between various elements in a lucid manner. Models broadly try to capture all the different processes within an organisation, the unique knowledge requirements of each of them and facilitate a system of acquiring and storing this knowledge to enable continuous learning and improvement in the functioning of the organisation. A knowledge management framework is one which captures all the relevant aspects of KM with appropriate detail. As organisational needs vary, each model must choose its key focus areas and areas of redundancies so as not to waste time and resources in capturing irrelevant data.
If you want to create an amazing Collaborative Knowledge Management Wiki System for your school, college, team, organisation or for yourself, check out this article: Create a Knowledge Base for your WordPress website with Helpie [Step By Step Tutorial]

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4 Knowledge Management Models That Can Supercharge Your Organisation - Helpie WP

# data[].attributes.attachment_link.description
Each organization has its own unique knowledge management strategy (KM) and modeling. You would agree that it really helps to understand if the strategy addresses the strategic needs of the organization. Knowledge itself is the ability to apply the tacit and explicit information in problem-solving, decision making or effecting an improvement within the core ...

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All the Knowledge Management models described in this chapter attempt to address knowledge management from a universal and broader perspective.

von Krogh and Roos Model

The von Krogh and Roos model of organizational epistemology (1995) is the first model that precisely differentiates between individual knowledge and social knowledge.

This model, analyzes the following aspects

Why and how the knowledge gets to the workers of a company

Why and how the knowledge arrives at the organization

What does knowledge mean for the workers as well as the organization

What are the barriers of organizational knowledge management

In their organizational model, knowledge is to be found both in the mind of the people and in the links between them.

This model examines the nature of knowledge management from the perspective of −

Staff members

Communication and connection

Organizational structure and layout

Network between members and

Management of human resources

The above five factors create issues that can prevent knowledge management strategies.

Nonaka and Takeuchi

The Nonaka and Takeuchi model of KM has its base in a universal model of knowledge creation and the management of coincidence.

There are four different modes of knowledge conversion in the Nonaka and Takeuchi model of knowledge conversion −

Socialization (tacit to tacit) i.e. Indirect way,

Externalization (tacit to explicit) i.e. Indirect to Direct way,

Combination (explicit to explicit) i.e. Direct way, and

Internalization (explicit to tacit) i.e. Direct to indirect way.

Socialization is the technique of sharing tacit knowledge through observation, imitation, practice, and participation in formal and informal communities and groups. This process is basically preempted by the creation of a physical or virtual space where a given community can interact on a social level.

Externalization is the technique of expressing tacit knowledge into explicit concepts. As tacit knowledge is highly internalized, this process is the key to knowledge sharing and creation.

Combination is the technique of integrating concepts into a knowledge system. Some examples or cases would be a synthesis in the form of a review report, a trend analysis, a brief executive summary, or a new database to organize content.

Internalization is the technique of embodying explicit knowledge into tacit knowledge.

Choo Sense-Making KM model

The Choo Sense-Making KM Model (1998) focuses on

Sense Making

Knowledge Creation

Decision making skills

These three highly interconnected processes play a major role in the unfoldment of the organization's knowledge vision, it's potential to knowledge creation and its commitment into taking knowledge creation to the utmost consequences.

Sense Making − Its long-term aim is the warranty that organizations will adapt and continue to prosper in a dynamic and complex environment through activities of prospecting and interpretation of suitable information enabling it to understand changes, trends and scenarios about clients, suppliers, competitors and other external environment actors.

Knowledge Creation − It is a process that allows a company to create or acquire, organize and process information in order to generate new knowledge through organizational learning. The new knowledge obtained, allows company to develop new abilities and capabilities, create new products and new services, improve the existing ones and redesign its organizational processes.

Decision Making − The Company must choose the best option among those that are plausible and presented and pursue it based on the organization's strategy. Decision making process in companies is constrained by the bounded rationality principle.

This model focuses on how informational elements are selected and fed into organizational actions.

WIIG Model

Karl Wiig KM model (1993) marks the basic principle which says, in order for knowledge to be useful and valuable, it must be organized and synchronized.

Some essential dimensions in the WIIGS KM model are −

Completeness

Connectedness

Congruency and

Perspective and purpose

Completeness − It describes how much relevant knowledge is available from a given source. Sources vary from human minds to knowledge bases (like, tactic or explicit knowledge).

First of all, we have to make sure, that the knowledge is complete if all the information available on the subject is there but if no one knows of its existence, they cannot make use of this knowledge.

Connectedness − It briefs about the well-understood and well-defined relations between the different knowledge objects. Most knowledge objects are connected to each other, the more connected a knowledge base is then the more consistent the content and the greater its value.

Congruency − A knowledge base congruent when all the facts, concepts, perspectives, values, judgments, and relational links and connections between the objects are consistent. Most knowledge content do not meet such ideals.

Perspective and Purpose − It is a technique through which we know something but from a particular point of view for a specific purpose. We organize much of our knowledge applying to the dual dimensions of perspective and purpose.

This model attempts to define different levels of internationalization of knowledge and therefore could be seen as a further refinement of the fourth Nonaka and Takeuchi quadrant of internalization.

Boisot I-Space

This model is based on the key concept of information which is good and that is different from a physical asset.

Boisot differentiates information from data by emphasizing that information is what an observer will extract from data as a function of his or her expectations or prior knowledge.

Boisot's model can be seen as three dimensional cube with the following dimensions −

From uncodified to codified

From concrete to abstract

From undiffused to diffused

He proposes a Social Learning Cycle (SLC) that adopts the I-Space to model the dynamic flow of knowledge through a series of six phases −

Scanning − Wisdom is gained from generally available or diffused data.

Problem-Solving − Problems are solved offering structure and coherence to these insights as knowledge becomes codified.

Abstraction − The newly codified wisdom is generalized to a wide range of situations as knowledge becomes more abstract.

Diffusion − the new wisdom are shared with a target population in a codified and abstract form as knowledge becomes diffused.

Absorption − The newly codified insights are applied to a variety of situations generating new learning experiences as knowledge is absorbed and produces learnt behavior and so becomes uncodified or tacit.

Impacting − Abstract knowledge becomes fixed in concrete practices, for example in artifacts, rules or behavior patterns as knowledge becomes concrete.

The Boisot's model considers companies as living organisms. Their process of growing and developing knowledge assets within companies is always changing.

This means that companies need to adopt a dynamic KM strategy which accommodates the dynamic nature of the organizational learning cycle.

Complex Adaptive System Models

According to the ICAS (Intelligent Complex Adaptive Systems) theory, an organization is seen as an adaptive, complex system.

Complex adaptive systems includes many independent agents that interact with one another locally and their combined behavior gives rise to complex adaptive phenomena.

These models contain a series of functions that makes sure that the viability of any living system in general and of organizations, in particular.

ICAS systems are based on cybernetics principles, which uses communications and control mechanisms in order to understand, describe and predict what a viable organization should do.

Adaptive systems involve lots of independent agents which are interacting. Their behavior makes possible the appearance of some complex circumstances of adaptation. A general model of a complex behavior is the result of all the interactions. Inside the adaptive model, the intelligent elements are made of people who are self-organized, but who can remain as a part of general hierarchies of the organizations.

The challenge is to use the advantage offered by the force of the people when they cooperate, keeping a global sense of unity. Organizations solve issues by creating options, using resources, both internal and external, that can add value over the initial input.

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All the Knowledge Management models described in this chapter attempt to address knowledge management from a universal and broader perspective. The von Krogh and Roos model of organizational epistemology (1995) is the first model that precisely differentiates between individual knowledge and social knowledge.

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A process to transform information into knowledge within the organization is the Knowledge Management Cycle . It includes the procedure that mentions the capturing, processing, and distributing of knowledge in the organization. The organization must adopt impressive knowledge management based on its ability to enhance business productivity and growing demands.

7 Knowledge Management Models

The knowledge spiral model, most commonly known as the SECI model, is one of the best adopted and widely used KM models for the organization. This model of KM provides the complete transformation process of tacit knowledge into explicit knowledge within the company.

The extension and modification of the knowledge spiral model take place in order to deal with the complicated and dynamic nature of the knowledge environment. This section highlights the essential theoretical models that work extensively in terms of knowledge management literature.

1. Von Krogh and Roos Model

Designed for Differentiating Between Individual Knowledge and Social Knowledge

Let's understand the core logic behind building the model of KM by considering the following diagram.

According to the organizational KM model, von Krogh and Roos came up with an innovative framework solution that the knowledge typically occurs in:

The mind of the people

Links between them

This model examines knowledge management's essence specifically in terms of:

Knowledge Workers

Better Communication Skills

Enterprise Structure

Network of Workers

HR Management

The above five metrics initiate issues that can avert impressive strategies of knowledge management using cognitive perspectives. Now, what's this term mean?

It's a cognitive system, in the form of human or virtual mode, having the responsibility to initiate or create a realistic model of KM. Once such model representations perform manipulation, the learning process comes into action.

On the other hand, the system with organizational knowledge possessing functionalities using self-service is cognitive epistemology. Here, a team member is free to select and work with the information in such a way that it comes from external sources in a transparent manner.

This KM perspective helps the individual's brain to work like a machine that works for logic purposes. In this case, the company needs an impressive framework to fetch information congruence like relational links, specifically from the logical environment perspective.

The brain cannot process the sequential symbols but possess the strong potential to handle the complete perspectives, impressive km models, and effective processes. The inter-related connection of the different components of KM is possible using the learning rules session to grab such nature of knowledge from the interior and exterior environments.

2. Nonaka and Takeuchi

Best for Knowledge Creation Process

The Nonaka and Takeuchi KM model of knowledge conversion typically invokes four different knowledge conversion modes in the KM.

Indirect Way Approach - Socialization (tacit to tacit)

Indirect to Direct Way Approach - Externalization (tacit to explicit)

Direct Way Approach - Combination (explicit to explicit)

Direct to Indirect Way - Internalization (explicit to tacit)

Let us now highlight all the four approaches of the Nonaka and Takeuchi model framework in detail.

Socialization is the model of KM technique through which an employee can quickly share tacit knowledge using monitoring, copying, implementation, and involvement in conventional and non-conventional communities and groups to enhance the traffic. This process typically develops the prevention of utilizing a physical or virtual space where interaction mainly holds on a social level.

Externalization is an innovative platform to convey tacit knowledge into explicit concepts. This innovative approach of the model of KM plays a vital role in knowledge sharing and the creative process as the tacit knowledge typically is highly internalized.

A combination is a KM model approach through which the company can smoothly integrate the concepts into an effective knowledge system. Some examples are review report forms, analysis trending, a detailed executive summary, or a new database for content management.

Internalization is a responsive manner to consolidate explicit knowledge into tacit knowledge.

3. Choo Sense-Making KM model

Ideal for Decision-Making Process

The three major components that Choo Sense-Making Model of KM shows a considerable focus on

Sense-Making

Knowledge Creation

Decision-making skills

To flatten the vision of the company, the above three highly interconnected processes play a vital role. The potential of knowledge creation and its commitment to implement such knowledge creation is of utmost importance.

The organization's primary purpose is to adapt and prosper in a dynamic and highly-complicated environment. This model of KM's technique becomes quite possible by implementing various activities to interpret relevant information. Now, the company can quickly adopt the changes, drifts, and structure of clients, suppliers, and even competitors.

A company can quickly create or acquire, manage and process data or information to develop new knowledge using an innovative way of a concept named organizational learning. Once such a grabbed information context is ready, it helps the companies initiate new abilities, new product creation, services and product development, better user experience, and redesigning organizational processes.

The company must have the capability to deal with an option that is more reasonable, informative, and ready to be occupied based on its knowledge management strategy.

This model helps the company to invoke all the informational elements in terms of organizational actions.
You may also like to read: How Digital Knowledge Management Platform Enhance your Business Productivity?

4. WIIGS KM Model

Designed Explicitly for Knowledge Building Scenario

Karl Wiig, knowledge management model, depicts that the knowledge management process must be perfect and reasonable to make useful and valuable knowledge.

Let us now highlight the crucial dimensions in this model of KM.

It is a process through which information-sourcing occurs using tacit or explicit knowledge within the company. On an initial level, the company needs to be aware of complete knowledge and knowledge-sharing capabilities using an efficient way of the KM model's completeness approach.

On an initial level, the company must be ready with complete knowledge. If no one exists to utilize or access such information or knowledge, then it is of no use for an individual.

It deals with well-structured relations between the number of knowledge objects to create a strong network. As more the knowledge base is connected, the more the content is consistent and of more excellent value.

The essential metrics like facts, procedures, relevant values, cunning, and relative connections must be harmonious and connected. However, the majority of the knowledge content does not meet such perfections.

It is a technique through which the company can know something from a specific opinion point. Such knowledge management typically applies to twofold proportions.

5. Boisot I-Space

Perfect for Decision-Making Process

The knowledge management model by Boisot creates a decision-making ability based on useful information and differentiates it from a physical asset. Such differentiation of information from data by Boisot typically highlights all the information that is of prime importance to website observers.

Boisot says that they are solely responsible for performing data extraction as a mandate function as per their experience or prior knowledge.

Boisot's model uses a three-dimensional cube structure:

From uncodified to codified

From concrete to abstract

From undiffused to diffused

Boisot came up with research and initiated Social Learning Cycle (SLC) that acquire the I-Space to create an impressive model using active knowledge workflow using five steps:

With data availability of appropriate information, the company can quickly grab the understanding context.

Using a defined structure, the complexity resolves by invoking the structure and consistency to this awareness as codified knowledge comes into action.

The codified understanding that has just initiated generalization to a broader range of practical situations as knowledge becomes more intellectual.

Once the diffusion occurs for the knowledge, there exists a sharing of understanding specific to the target population in a codified and abstract form.

The newly systemized insights apply to several situations that typically invoke new learning experiences as knowledge is absorbed and give rise to learnt behavior to become tacit knowledge.

The primary goal of Boisot's model of KM is to serve companies with cost-effective solutions. The company simply adopts dynamic knowledge management strategies that directly help the learning cycle's playful nature.

6. ZACK Knowledge Management

Best for Converting Information to Usable Knowledge

Meyer and Zack initiated the Model of KM that includes the stages of a KM cycle highlighting the "refinery."

The ZACK KM Model includes the following steps:

Acquisition

Refinement

Storage and Retrieval

Distribution and presentation

Every stage of this KM framework follows the basic rationality principle of communicating with each other to facilitate knowledge repository analysis.

This step primarily focuses on the quality and accuracy of the information.

For instance, suppose you own a biscuit factory and need to buy wheat flour. As a result, you have multiple lists of wheat flour vendors, each possessing different pricing and properties for the same item. A quiet confusion occurs in your mind as you have to compare something and purchase the same thing having the same configuration.

How do you get out of this complicated situation?

To deal with such a situation, the company needs to invoke standardized information to capture it. Data that are comparable and essential for biscuit manufacturing is available in a specified format.

The Acquisition follows the primary principle of "Garbage In Garbage Out." It means that individuals must take into account proper training to retrieve correct first-time information.

Now, what's the next step after acquiring information?

It has to be stored, but not all information to be stored. The first thing is that the company needs to convert it into knowledge packets only. It will be relatively easy to use, store and retrieve for future purposes. This conversion process of information to knowledge packets is refinement.

Based on the organization's requirements, there exist multiple refinement types, as shown in the table:

Nowadays, the customized software includes information repositories, but most traditional organizations use files, folders, and other printed information to store information.

But when to use such information?

The answer is during the product creation process. For eg. Information for the recipe and label creation, packaging, and other aspects.

In this KM step, various information recipients are available, and the interactive method through which such information retrieval occurs.

e.g., mails, prints, dossiers, etc. Moreover, the company may use exact timing, excellent frequency, and design in order to retrieve any form or language to receive the best possible result.

A final step of KM where the developed "information" takes the shape of "knowledge." The recipient's consideration becomes the primary factor for the presented information, dependent on the organization's complexities. The information collection and packaging plays a vital role in enhancing company productivity.

The final users usually generated this knowledge's feedback mechanism in order to enhance the improvement in the knowledge repository. This, in turn, removes needless information or creates new elements to the process of the information capture.

7. Complex Adaptive System Models

Based on Advanced Intelligent Techniques

An organization is nothing but seen as an adaptive, complex system - Intelligent Complex Adaptive Systems (ICAS)

A system with several individualistic representatives that perform significant interaction locally is a complex adaptive.

The knowledge management models that adopt complex adaptive structures include functions strings. The primary reason behind it is to bring insurance among the living system feasibility in general and of organizations, to a great extent.

ICAS systems typically follow cybernetics principles. Is it connected to Cyber based information? No. It uses communications and control mechanisms to understand the process a viable company should perform.

The adaptive systems possess various independent representatives that interact with each other to enhance business performance.

The model usually includes composite behavior, where the self-organized people in organizations are intelligent elements. In addition to it, such aspects are a fundamental part of the organization's hierarchies.

These are the leading and top-most knowledge management models that help you, and your company deal with the knowledge or information management approaches on a large scale.

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Models of Knowledge Management (KM Models) Explained

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A process to transform information into knowledge within the organization is the Knowledge Management Cycle . It includes the procedure that mentions the capturing, processing, and distributing of knowledge in the organization. The organization must adopt impressive knowledge management based on its ability to enhance business productivity and growing demands.

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Introduction To Concepts Of Knowledge Management Models

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Introduction To Concepts Of Knowledge Management Models

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Knowledge management is defined as the process of applying a systematic approach to the capture, structuring, management, and dissemination of knowledge throughout an organization to work faster, reuse best practices, and reduce costly rework (Nonaka and Takeuchi, 1995).  A model is defined as representation of a system that allows for investigation of the properties of the system and, in some cases, prediction of future outcomes.  A knowledge management model gives us the representation of the KM for the investigation of its properties for better understanding and systematizing our knowledge about knowledge management.

https://www.slideshare.net/tilahund/knowledge-management-models-57178105#:~:text=Introduction%20%EF%82%A8%20Knowledge%20management%20%EF%82%A4,Nonaka%20and%20Takeuchi%2C%20

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KNOWLEDGE MANAGEMENT MODELS BY : Tilahun Deribe December 2015

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GOOGLE: a reflection of culture, leader, and management - International Journal of Corporate Social Responsibility

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This paper provides a viewpoint of the culture and subcultures at Google Inc., which is a famous global company, and has a huge engineering staff and many talented leaders. Through its history of development, it has had positive impacts on society; however; there have been management challenges.

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Business Management / Lean Methods & Implementation

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Business Management / Lean Methods & Implementation prospective marketing opportunity. -Philip Kotler, Kellogg School of Management, Northwestern University approach is both easy to apply and benecial. A should-read for anyone in any eld of business. to succeed. By implementing each step Tony Sgroi has outlined in each chapter, you will create a building block for success.