Knowledge

Management Models
A compilation of various Knowledge Management Models in practice.

CSC 546 : Management & Decision Control Systems Spring 2009

SECI Model The Capability Maturity Business Intelligence Johari Window Bridging
Ikujiro Nonaka and Model Model Joseph Luft and Harry Epistemologies
Hirotaka Takeuchi An organizational Aims at making Ingham S.D.N Cook and J.S.
A model of a model that describes better business Helps us understand Brown
knowledge creating 5 evolutionary decisions through the how we are giving This model shows
process to understand stages(levels) in use of a broad and receiving that most of the
the dynamic nature of which processes in an category of information. organizational
knowledge creation organization are Management Page 5 knowledge is based
and to manage such a managed. Information Systems on the understanding
process effectively. Page 3 to manage data. of the nature of that
Page 2 Page 4 knowledge.
Page 6

Three Worlds of Pyramid to Wisdom Knowledge Life Cycle The Knowledge Six Knows Knowledge
Knowledge Russel Ackoff Model Management method Model
Karl Popper Defines structural Firestone & McElroy Chris Collison and Lundvall & Johnson
Karl Popper and functional Knowledge is Geoff Parcell The what, how, why,
introduced a concept relationships managed in a A framework that who, when and where
called Objective between data, continuous cycle of can be used for of knowledge.
Knowledge and in it information, production & learning, capturing, Page 11
he defined the ideas knowledge and integration with a sharing and
of three ontological wisdom. focus on innovation. exploiting knowledge
worlds or domains. Page 8 Page 9 and experience.
Page 7 Page 10

The PDCA cycle discusses how to get from a

Purpose “problem faced” situation to a “problem solved”

situation. The Knowledge Insight Model(KIM) is a
model to manage knowledge as efficiently and
The Knowledge Insight Model and the PDCA cycle effectively as possible.
are the most significant parts of the curriculum for This paper explores other popular knowledge
our Management & Decision Control Systems course. management models, their structure and format. The
Both these are extremely useful tools to analyze and paper presents brief descriptions of the 10 models
understand a given problem and arrive at a definite stated above to initiate familiarity with knowledge
solution. models apart from the KIM.

Divya Dinakar, NC State University

1
 C S C 5 4 6 S P R I N G 2 0 0 9

SECI Model
TACIT
The SECI Model is a model of the
knowledge creating process to
understand the dynamic nature of
knowledge creation, and to
manage such a process effectively. Socialization Externalization
The SECI Model consists of 3
elements:

1. SECI Originating Ba Interacting Ba

2. Ba
TACIT EXPLICIT
3. Knowledge Assets

These three elements interact

Internalization Combination
with each other organically and
dynamically. The Knowledge
assets of an organization are
mobilized and shared in ‘Ba’
Exercising Ba Cyber Ba
and the tacit knowledge held by
individuals is converted and
amplified by the spiral EXPLICIT
knowledge through SECI. [1][2]

This model mainly focuses on the fact that knowledge Developing concepts which embed the combined
creation is a spiraling process of interactions between tacit knowledge. This process focuses on tacit to
explicit and tacit knowledge. [3] explicit knowledge linking and we can say that the
knowledge is crystallized at this point.
Tacit knowledge is something that falls into the
category of insights, intuitions and hunches. It is • Combination
deeply connected to the emotions and feelings of a
Combination of various elements of explicit
person and his/her experiences and actions. Because
knowledge to build a prototype.
of this personal quality, it is hard to formalize tacit
knowledge. • Internalization
Explicit knowledge can be thought of as a form of Here the explicit knowledge created using the tacit
codified knowledge that can be formalized as discrete knowledge is shared across the organization. When
or ‘digital’. This kind of knowledge can be captured knowledge is shared, the organization can innovate
in record and expressed in words and numbers, it can and learn.
be formulated or presented as scientific data. It is easy
to transmit explicit knowledge. BA is a concept where the knowledge is created,
utilized and shared through interaction.
As per the SECI knowledge model there are 4 kinds
of knowledge creating processes. Knowledge Assets are the company specific
resources that are indispensable to create values for
• Socialization the firm. They are inputs, outputs and moderating
factors of the knowledge-creating process.
This process focuses on TACIT to TACIT knowledge
linking. Tacit knowledge goes beyond the boundry To effectively manage knowledge creation and
and new knowledge is created by using the process of exploitation, a company has to map its inventory of
interactions, observing, discussing, analyzing, and knowledge assets. Cataloguing is however not
spending time in the same environment. enough: knowledge assets are dynamic; new
knowledge assets can be created from existing
• Externalization
knowledge assets.

2

Divya Dinakar, NC State University
 C S C 5 4 6 S P R I N G 2 0 0 9

The Capability Maturity Model

An organizational model that describes 5 evolutionary stages(levels) in which processes in an organization are
managed.

This model was originally developed for software development and talks about an organization being able to
absorb and carry its software applications and the steps and activities for an organization to progress from one
level to another.[4] The model was initially funded through military research to create an abstract model for the
military to use an objective evaluation of software subcontractors.

There are 5 levels defined in the CMM and, according to the SEI: "Predictability, effectiveness, and control of an
organization's software processes are believed to improve as the organization moves up these five levels.[5]

• Level 1 - Initial/Ad hoc (Chaotic) Processes at this stage are typically undocumented stage and dynamic in
mature. This could correspond to information in the tacit form.They are uncontrolled and reactive and create an
unstable environment.

• Level 2 - Repeatable Processes in this state are repeatable with consistent results. Processes now have a level of
discipline to stick to.

• Level 3 - Defined All processes at this level are well documented, defined, standardized, and integrated into
each other. At this level process performance consistency can be established in an organization.

• Level 4 - Managed Processes at this level are managed by collecting detailed data on the processes and their
quality. In particular, management can identify ways to adjust and adapt the process to particular projects
without measurable losses of quality or deviations from specifications. Process Capability is established from
this level.

• Level 5 -Optimizing This is a continuous process of improvement and is made in place by quantitative
feedback and from piloting new ideas and technologies.

Though this model

refers to management
of processes in an
organization, it can be
easily adopted to
manage knowledge.
The 5 levels stated
above are analogous to
knowledge too as we
can think of
knowledge evolving
from a dynamic
unstable version to a
more well defined
structure. Further, this
knowledge can be
refined and optimized
by bringing in new
ideas and technologies.

Divya Dinakar, NC State University

3
 C S C 5 4 6 S P R I N G 2 0 0 9

characteristics of Business Intelligence systems

Business Intelligence Model include:

Aims at making better business decisions through • Interdepartmental focus and their general overview
the use of a broad category of Management towards business performance
Information Systems to manage data.
• Advanced technology to mine data
Business intelligence (BI) refers to skills, technologies,
applications and practices used to help a business • Data discovery in an optimal manner
acquire a better understanding of its commercial • Various forms of business improvement are tied
context. Business intelligence may also refer to the together to facilitate quick and easy communication
collected information itself. Business intelligence between different different departments.
often aims to support better business decision-
making. Thus a BI system can be called decision Businesses that are run on the BI model consider
support system (DSS).[6] BI uses timely and accurate covert information gathering as a healthy part of the
information to make decisions. business intelligence program.

With a business intelligence system, a company can Atos Origin, an international information technology
expect to find improved turnaround times on data services company precisely describes the importance
collection, ideas for new business initiatives, a much and necessity of information and its management for
more precise picture of customer needs and desires, any company as “Information is the lifeblood that
and a strong understanding of how best to compete fuels that creativity. Information on the outside
with top competitors. The improvement in business world, information on the competition and
agility that comes with business intelligence is information on the current performance of your own
substantial in most cases, and allows a company to organization. A strategy needs to be defined,
take better advantage of constantly evolving market deployed and translated into mid term plans and
conditions.[7] executable actions. These plans need to be confirmed
and adjusted by rolling forecasts. The actual
BI applications mainly consist of systems for performance needs to be measured and compared to
monitoring, gathering information, reporting, the progress of plans. The organization need to learn
analysis and profiling. BI plays a very strategic role in from what is happening in order improve the quality,
the planning process of an organization. Key speed and reliability of the next planning cycle.”[8]

The figure to the left depicts the

business intelligence model for
the flow of information in a
knowledge creating company. If
we closely look, the Bi model is an
unrolled version of the PDCA
cycle. Collect Data corresponds to
Plan, Present and Interpret Data
correspond to Do, Verify Data
corresponds to Check and
Distribute Data and Act
correspond to the Act stage of the
PDCA cycle. In this context the
PDCA cycle can be thought of as a
better model as the loopback
brings in opportunities of
refinement of knowledge. This
depicts the advantages of spiral
models over waterfall type
models.
4

Divya Dinakar, NC State University
 C S C 5 4 6 S P R I N G 2 0 0 9

Johari Window
Helps us understand how we are giving and receiving information.

The Johari Window can help improve and illustrate self awareness between an individual and a team.[10] It can
also be used to change group dynamics within a business context. The Johari Window is commonly used in
corporate settings as a corporate exercise. Communication plays a vital role in the success of any organization.
Every Leader/Manager must create an environment. that engenders trust and mutual sharing of information[9].
The Johari Window is an information processing model that can be represented in a 2 by 2 matrix form. This
models employs the interactions between two sources of information, the Self and the others. The 2 by 2 matrix
represents the interpersonal space and each region in the matrix corresponds to a particular information
processing element.

This model represents information in the form

of feelings, feedback, experience, views, feedback
attitudes, skills, motivations etc. within or
about a person in the relation to their group.
The four quadrants are described as follows:

• Arena : The Arena quadrant refers to the Known

space that is devoted to mutual
by others Arena BlindSpot
understanding or shard information. This
known by the self - known by others facet of
the relationship is thought to control
interpersonal productivity. The assumption
is that productivity and interpersonal Exposure
effectiveness are directly related to the
amount of mutually-held information.
Therefore, the larger the arena becomes, the Unknown
more rewarding, effective, and productive by others Facade Unknown
the relationship is apt to be.[9]

• Blindspot: This quadrant depicts

information that is unknown to self but
known by others. We can view this
information as similar to Explicit knowledge Known by self Unknown by
of the SECI Model. Another way of putting it
would be external information that is self
internally unknown.

• Facade: The facade quadrant refers to information is known to the self but externally unknown. This is
analogous to a company’s personal information store like trade secrets etc. that are unknown to the external. In
knowledge management we can also view information in the “facade” quadrant to information related to
innovation and discovery in the company.

• Unknown: The unknown quadrant refers to undefined information. This information has unknown potential to
effect the rest of the information in the Johari Window. Information from the unknown quadrant can flow to
facade, arena or blindspot depending on the location and context of discovery and its flow to each quadrant can
have different effects on the model.

A client-company interpretation of the Johari Window[11] can be summed up as:

• Public information is available and commonly understood by both parties.
• Private information is known by the client but not communicated to the design team
• Blind information is known by the design team and not communicated to or understood by the client.
• Unknown information is not available to any of the parties.
Divya Dinakar, NC State University

5
 C S C 5 4 6 S P R I N G 2 0 0 9

Bridging Epistemologies
This model shows that most of the organizational knowledge is based on the understanding of the nature of that
knowledge.

The authors of this model believe that most of the work on organizational knowledge and knowledge-creating
organizations, is based on a single traditional understanding of the nature of knowledge. The knowledge that
people possess is treated like the “epistemology of possession” . Knowing as action calls for an “epistemology of
practice”. Here we can draw parallels with Tacit and Explicit knowledge and Individual and Group knowledge.
The authors identify 4 types of knowledge, tacit and explicit at the individual and collective levels and consider
their bridging by the active process of knowing[12]. .
The process by which different knowledge
types are used in practice are referred to
as “generative dance” and knowledge
creation does not just mean maintaining
Concepts Stories an inventory of these knowledge
elements(possession) but also how

EXPLICIT knowledge can be used as a tool(action).

Let us consider a simple bakery example

to illustrate true knowledge creation.
KNOWING • Knowledge of concepts - Knowing the
AS ACTION recipe to make bread.

• Skills - Ability to make the

bread(execute).
TACIT • Stories - How things were built up. Past
records of the method to make bread.
Skills Genres
• Genre - the context of “bakery”. A
context of a railway station wouldn’t fit!

INDIVIDUAL GROUP It is clear from this simple example that all

the 4 qualities are needed to successfully

make bread. Here we see that, knowledge as action is knowledge in the true sense. A new employee, for example
would not be able to make bread if the company(bakery) does not provide him knowledge in all these forms.
Hence we can look at a scenario that management of knowledge is critical to a company’s success.

An excerpt from the abstract of “Bridging Epistemologies: The Generative Dance between Organizational
Knowledge and Organizational Knowing “ by Scott DN Cook and John S Brown is presented below “
Organizations are better understood if explicit, tacit, individual and group knowledge are treated as four distinct
and coequal forms of knowledge (each doing work the others cannot), and if knowledge and knowing are seen as
mutually enabling (not competing). We hold that knowledge is a tool of knowing, that knowing is an aspect of our
interaction with the social and physical world, and that the interplay of knowledge and knowing can generate new
knowledge and new ways of knowing. We believe this generative dance between knowledge and knowing is a
powerful source of organizational innovation. Harnessing this innovation calls for organizational and
technological infrastructures that support the interplay of knowledge and knowing. Ultimately, these concepts
make possible a more robust framing of such epistemologically-centered concerns as core competencies, the
management of intellectual capital, etc. We explore these views through three brief case studies drawn from recent
research.[13]

6

Divya Dinakar, NC State University
 C S C 5 4 6 S P R I N G 2 0 0 9

and synaptic knowledge composed of biological

The Three Worlds of Knowledge structures used in developmental and learning
processes)
Karl Popper introduced a concept called Objective
Knowledge and in it he defined the ideas of three 2. W2: tested, evaluated, and surviving beliefs and
ontological worlds or domains. belief predispositions (in minds) about the world
(subjective, or non-sharable, mental knowledge
1. The world of material objects, processes and
composed of mental structures used in learning,
events including physical and biological entities
thinking, and acting)
(W1)
3. W3: tested, evaluated, and surviving, sharable
2. The world of mental objects, events and processes
(objective), linguistic formulations about the
or a psychological world of beliefs (W2)
world (i.e., claims and meta-claims that are
3. The world of the products of the human mind speech- or artifact-based or cultural knowledge
(W3) used in learning, thinking, and acting).[14]

This model was developed by Popper to help him With this model, knowledge managers can identify 3
solve the mind-body problem and also understand types of knowledge and can easily sort out conflicts
the interactions between the physical, the mental and between people who think that knowledge is
the manifestations of the human mind. For this, he exclusively biological, exclusively psychological or
clearly distinguished between subjective(tacit) and exclusively cultural. In order to understand the
objective(explicit) knowledge. Mark Elroy and Joe significance of Popper’s three worlds on knowledge
Firestone have interpreted Karl Popper’s work in the in Knowledge Management, we need to first
world of Knowledge Management. Their work makes understand a set of assumptions that underlie KM.
explicit that: The assumptions can be stated as:

Knowledge is a tested, evaluated and surviving structure of • A higher quality of Knowledge Management will
information (e.g., DNA instructions, synaptic structures, lead to a higher quality of knowledge making and
beliefs, or claims) that is developed by a living system to knowledge sharing.
help itself solve problems and which may help it to adapt.
• A higher quality of knowledge making and
[14]
knowledge sharing will automatically translate to
The interpretation of the three worlds now follows as: high quality knowledge being available to make
individual decisions.
1. W1: tested, evaluated, and surviving structures of
information in physical systems that may allow • High quality individual decisions are always
them to adapt to their environment (e.g., genetic beneficial and produce better results.
The interrelations between
the 3 worlds can be defined
as:

• World 1 drives and enables

world 2 to exist, while
world 2 tries to control and
regulate world 1.

• World 2 produces world 3,

while world 3 helps in the
recall and the training/
education/development/
learning of world 2.

• World 3 describes and

predicts world 1, while
world 1 is the inferred logic
of world 3.[15]

Divya Dinakar, NC State University

7
 C S C 5 4 6 S P R I N G 2 0 0 9

suppliers, the impact on growth of the company

Pyramid to Wisdom & the DIKW etc. These questions are of the nature “how”.
Model • Wisdom: At this level, we move to a somewhat tacit
level. This level incurs a sort of personal
Zeleny[16] talks about knowledge and states that “To interpretation of the knowledge and lets one
manage wisely implies knowing why to do answer the hardest type of questions... The ones
something; to manage effectively implies knowing with a “why”.
what to do; to manage efficiently implies knowing
how to do it (and to ‘muddle through’ implies
nothing and having ‘lots of data’ around)”. Ackoff
also talks about knowledge in a similar manner. To
him, the most important attribute of knowledge is the
know-how. Information can always be represented in
the form of an answer or a description to very basic
questions like who, what, where, when and how
many. He says – “The difference between data and
information is their usefulness – functional, not
structural”[17].

The pyramid model has been very useful as it has

been able to clearly define the relationship between
data, information, knowledge and understanding.
Using this model managements can decide a strategy Anywhere the DIKW model is mentioned, Frank
on which part of the model must be emphasized. Zappa’s 1979 description of knowledge follows.
The knowledge pyramid has led to the foundations of Heres what Frank Zappa has to say
one the most powerful knowledge management Information is not knowledge,
models known as the DIKW Model. Well known
Knowledge is not wisdom,
companies like BMC Software have adopted this
Wisdom is not truth,
model and treat it as a “best practices”[18] model. The
DIKW model stands for Data, Knowledge, Truth is not beauty,
Information and Wisdom model of decision making. Beauty is not love,
The DIKW Model consists of 4 levels[18]. Love is not music,
and Music is THE BEST.
• Data: This is the most basic level of the model. It
The extent and influence of the DIKW model shows
consists of factual information. we can view this as
not only in companies using it but in Frank Zappa’s
raw and unprocessed or just a set of observations
songs and Eliot’s poetry too! The existence of the
and measurements.
DIKW model has been shown in T.S. Eliot’s 1934
• Information: Some of our basic questions can be poem “The Rock”.
answered at this level. These questions would
Where is the Life we have lost in living?
include what, when, where, who. At this level, data
is defined and structured. The structure provided Where is the wisdom we have lost in knowledge?
makes it possible for us to analyze the relationships Where is the knowledge we have lost in information?
and connections across the data.
The DIKW model "is often quoted, or used implicitly,
• Knowledge: The information that has been in definitions of data, information and knowledge in
structured and given a form lacks a meaning. It is at
the information management, information systems
this level that the information transforms into
and knowledge management literatures, but there has
knowledge. It gains an interpretation based on
been limited direct discussion of the hierarchy".[19]
context. This new structure gained by knowledge
puts it in a position where it can be processed. This
processing can help make important business
decisions like effect on he market, effect on

8Divya Dinakar, NC State University

 C S C 5 4 6 S P R I N G 2 0 0 9

The Knowledge Life Cycle Model

The Knowledge Life Cycle Model is a relatively new model for the 1990s which talks about a new focus in
Knowledge Management, Innovation. Joseph M. Firestone defines innovation as Innovation is a completed
knowledge process life cycle event, beginning with knowledge production and ending in incorporation of
knowledge structures within business structures. Innovation acceleration then, involves continuous decrease
in cycle time of the knowledge process cycle[20].

• Knowledge Production
produces Va l i d a t e d
Knowledge Claims,
Unvalidated Knowledge
Claims Invalidated
Knowledge Claims, and
information about the status
of these.

• Organizational Knowledge
consists of all the results of
this knowledge production. It
is this that gets integrated into
the organization in the
Knowledge Integration phase.

• The Knowledge Integration

phase now produces the
Distributed Organizational
Knowledge Base(DOKB).
DOKB has a big impact on
organizational structures like
business processes and
information systems.

Knowledge Production

A number of factors impact Knowledge Production and they include information acquisition and individual and
group learnings. These set a foundation to “knowledge claims” that produce Codified Knowledge Claims(CKCs).
Not presented in the above figure, these CKCs are tested and validated in validation subprocesses. The result of
the validation is the production of Organizational Knowledge(OK). Individual and group learning involves
knowledge production from the perspectives of individuals and groups. However, the organization may not
consider this as knowledge and it may be treated as sheer information. This information needs to be processed/
validated before it can be termed a knowledge, or specifically Organizational Knowledge. Information may also
be acquired from external sources or parties in additional to individuals and groups within the organization.

Knowledge Integration

The organizational knowledge produced in the knowledge production phase needs to be integrated into the
enterprise. The methods used for integration include broadcasting(through emails), searching/
retrieving(company documents, wikis), teaching(training sessions, mentoring programs) and sharing(knowledge
transfers) subprocesses. The subprocesses can all be done in parallel and have no dependency on one another.
Also, from the examples it is clear that each of these subprocesses can be done electronically or non-
electronically(for example, person interaction). The subprocesses are important from the perspective of
Knowledge Management but any one of these are not critical. One or all of the subprocesses may be employed
within an organization.

Divya Dinakar, NC State University

9
 C S C 5 4 6 S P R I N G 2 0 0 9

The Knowledge Management Method

A framework that can be used for learning, capturing, sharing and exploiting knowledge and experience.

Chris Collison and Geoff Parcell state that knowledge management is an oxymoron. According to them
knowledge is something that resides in the minds of individuals and is not something that can be controlled or
managed. Instead, the environment in which this knowledge exists can be managed. The environment can be
defined as a setting where the knowledge is created, discovered, captured, shared, distilled, validated,
transferred, adopted, adapted and applied[21]. The key prerequisites to a solid environment for knowledge
creation must have:

1. A reliable infrastructure and an entrepreneurial company(the right Conditions).

2. A common model and efficient tools to process the knowledge(the right Means).

3. An active group of knowledge sharers and knowledge users(the right Actions).

4. Role models to inspire learning and sharing(the right Leadership).

• Individuals and groups or teams agree on a set of goals that need to be achieved. Then they work towards the
target and create value.

• Using knowledge is very important. Individual and groups must be inspired to use the knowledge before, after
and during any target activity. Using can be defined in post project retrospection, ongoing usage and pre project
knowledge transfers. This helps create new knowledge that would otherwise have only remained in the minds
of individuals.

• All the knowledge that is gathered needs to be present in some form of knowledge bank. Before a tasks,
knowledge can be retrieved and after the task new knowledge can be added. The interaction with this
knowledge bank is continual.

• However, the knowledge in this bank needs to be captured and distilled. People must be encouraged to
continuously add to the knowledge bank so that their insights and experiences can serve others beneficially.

• The Environment of Culture within the organization surrounds the model. The environment plays a key role in
sustaining knowledge sharing. This translates into good leadership in the organization so that the process of
knowledge sharing becomes somewhat unconscious and not explicit.

10

Divya Dinakar, NC State University
 C S C 5 4 6 S P R I N G 2 0 0 9

Six Knows Knowledge Model

This is one of the simplest knowledge management model. This model finds similarities in the DIKW model and
the questions it tries to answer. The model is quite self expressive as shown below.

• Know What

Know what knowledge is the knowledge

about how to find data that is relevant
enough to produce information. This is very
crucial to a knowledge manager as the
wealth of information available today makes
it hard to find the right information that can
be beneficial to the company. hence this
dimension represents a real challenge
because discovering where new knowledge
resides, internal to and external to the
enterprise, is very crucial to success.

• Know How

The “know how” knowledge is more tacit in

nature. By tacit, it means that know how
generally depends on the skills of an
individual and is more person to an
individual. Know how knowledge provides
an insight and allows an individual to
interpret and

give meaning to emerging complexity and predict certain outcomes. Know how knowledge is present in the
social interaction of members of a team and without it teams cannot operate effectively. The very nature of know
how knowledge being tacit and not codified presents an challenge to the knowledge manager for its discovery.

• Know why

Know why knowledge can be both tacit and explicit. It defines knowledge that is used to explain natural and
social phenomena. This form of knowledge is more explanatory and deals with principles. [22]

• Know who

Know who knowledge is a form of individual and social knowledge that is largely tacit. It involves information
about the gatekeepers to ‘know what’, the owners of ‘know how’ knowledge, and the possessors of ‘know why’
knowledge. Know who’ knowledge also deals with the ability to cooperate effectively with different types of
people and experts, and is a fundamental precondition for the learning organization. It is learnt in both formal
and informal social practice, in specialized education environments, and with day-to-day dealings with
colleagues, customers, and competitors. It follows therefore that for a knowledge management initiative to
succeed it is essential that ‘know who’ knowledge is tapped[22].

• Know when and Know where

Know when and know where knowledge are more important from the economic perspective. They provide
information about the market.

Divya Dinakar, NC State University

11
 C S C 5 4 6 S P R I N G 2 0 0 9

References
• [1] SECI Model http://www.12manage.com/methods_nonaka_seci.html

• [2] Knowledge Creating Process, SECI Model http://www.allkm.com/km-basics/knowledge-process.php

• [3] Nonaka’s Knowledge Creation framework http://www.cyberartsweb.org/cpace/ht/thonglipfei/

nonaka_seci.html

• [4] The Capability Maturity Model http://www.12manage.com/methods_cmm.html

• [5] Wikipedia http://en.wikipedia.org/wiki/

Capability_Maturity_Model#Levels_of_the_Capability_Maturity_Model

• [6] Business Intelligence http://en.wikipedia.org/wiki/Business_intelligence

• [7] What is business intelligence http://www.wisegeek.com/what-is-business-intelligence.htm

• [8] Atos Origin http://www.atosorigin.com/en-us/Services/Solutions/Systems_Integration/Solutions/

Business_Intelligence/

• [9] The Johari Window http://www.teleometrics.com/info/resources_johari.html

• [10] Johari Window http://www.12manage.com/methods_luft_ingham_johari_window.html

• [11] Managing construction projects, Graham Winch http://books.google.com/books?

id=RwYoBL_SbGIC&pg=PA208&lpg=PA208&dq=johari+window+information
+processing&source=bl&ots=hGSgIHmdHK&sig=TphULZPE9bgJz9AcWltbozILsuI&hl=en&ei=4RrESanUIdG
w-AbV96ndBg&sa=X&oi=book_result&resnum=7&ct=result#PPA24,M1

• [12] Bridging epistemologies http://www.12manage.com/methods_cook_bridging_epistemologies.html

• [13] http://www.citeulike.org/user/karimlakhani/article/538

• [14] Interpreting Popper’s Three Worlds Ontology for Knowledge Management: Part One http://kmci.org/
alllifeisproblemsolving/archives/interpreting-poppers-three-worlds-ontology-for-knowledge-management-
part-one/

• [15]Karl Popper’s Three Worlds of Knowledge http://www.knowledgejump.com/knowledge/popper.html

• [16] Management Support Systems: Towards Integrated Knowledge Management http://

www.bnet.fordham.edu/zeleny/pdf/mss.pdf

• [17] Is the Pyramid to Wisdom Model Useful? http://www.durantlaw.info/Pyramid+to+Wisdom

• [18] Gleaning Wisdom from Data http://www.google.com/url?sa=t&source=web&ct=res&cd=4&url=http%3A

%2F%2Fwww.bmc.com%2Fproducts%2Fdocuments
%2F12%2F90%2F91290%2F91290.pdf&ei=05TNSe6wO8TMlQervuTmCQ&usg=AFQjCNESmsWMuU7PuGqbe
VmImGiUTvtETw&sig2=7IbVJqwmiEezq_1LBw80Qg

• [19] DIKW http://en.wikipedia.org/wiki/DIKW

• [20] Innovation, the Knowledge Life Cycle Model and Knowledge Management http://citeseerx.ist.psu.edu/
viewdoc/summary?doi=10.1.1.26.8222

• [21] Knowledge Management http://www.12manage.com/methods_collison_knowledge_management.html

• [22] The Six Knows Knowledge Model http://www.durantlaw.info/Six+Knows

12

Divya Dinakar, NC State University
 C S C 5 4 6 S P R I N G 2 0 0 9

Acknowledgements
This paper is a compilation of 10 knowledge management models that I found interesting. This is a part of my
portfolio for the “Management & Decision Control Systems” class that I am taking under Dr.Thomas L.
Honeycutt. This document is merely a compilation to facilitate familiarity with popular models of knowledge
management and done to fulfill the requirements of my course, in addition to my curiosity of course! Thanks to
Dr. Honeycutt for allowing me go ahead with the idea and guiding me through with suggestions and
encouragement. Some resources that I have heavily relied on for this work are:
• Graham Durant Law’s “Knowledge Matters” (http://www.durantlaw.info/)
• Knowledge and Intangibles Management. Methods, Models and Theories(http://www.12manage.com/i_ki.html)

The document is for personal use and reference for me and my class and not meant for publication of any sorts.
The document may not be distributed, reproduced or shared on the internet or anywhere else without my prior
consent.

Divya Dinakar
03/28/2009

Divya Dinakar, NC State University

13