Week 3 : Knowledge Management (KM) Models

On Friday 21 of June , we had our third lecture of  TKM 1291 Introduction to Knowledge Management . Madam have greeted us and then started our lecture topic which was Knowledge Management Models .

At the beginning we have discussed the need of KM model to be exists. That actually because the major KM activities described in the KM cycle requires a conceptual framework to operate within.

So basically there are eight models of knowledge management which are : -

1- Van Krogh and Roos  (1995).

2- Nonaka and Takeuchi (1995).

3- Choo (1998).

4- Wiig (1993).

5- Weick (2001).

6- Boisot (1998).

7- Beer (1984).

8- Bennet and Benner (2004).

Also we have learned the fact that 80 % of the principle of KM models is Tactic Knowledge and 20 % is Explicit Knowledge. Then we have discussed the Van Krogh and Roos Model  of organizational epistemology (1995) which needs and requires connection between :

1- The Knowledge and the Knowledge user.

2- The Knowledge and the Knowledge seeker.

3- The Knowledge owner and the Knowledge seeker.

 

 

Then we proceed to the second model which was Nonaka and Takeuchi (1995) which known by the spiral model which focuses on Knowledge spirals that  explains the transformation of knowledge to create knowledge.

 

And then we have discussed Choo Sense-Making KM Model (1998) which focuses on how individuals must sense or develop understanding of the knowledge that is available in the organization.

Moreover we have discussed also Wiig Model (1993) which was based on this principle : ( in order to knowledge to be useful and valuable , it must be organized).

 

Then we go further and discussed also the Boisot I-Space KM Model (1998). which has two major point which are : The more easily data can be structured and converted into information the more diffusible it becomes and The less data that has been so structured requires a shared context for its diffusion , the more diffusible it becomes.

 

Finally we have discussed the Importance of KM models which are to ensure a certain level of completeness or depth in the practice of knowledge management, enable a better description of what is happening and help provide a better prescription for meeting organizational goals and also help to explain what is happening now and provide a valid blueprint or road map for getting organization where they want to be with their knowledge management efforts.

 

At the end of class Madam announced a gently reminder regarding the filed trip to Bank Negara Malaysia and also another reminder of the cancellation of our tutorial class on week four due to her Conference.