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Conceptual Framework

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A. Conceptual Framework

Data, Information, and Knowledge

Data are unedited, uncooked facts and numbers. Information is just data that has been

meaningfully organized and processed. When information is applied and internalized to the point

that it may be utilized to guide choices and address issues, that information is said to have gained

knowledge. The process of producing, gathering, disseminating, and using information inside an

organization is known as knowledge management (Stenfors, et al., 2019). It involves giving the

appropriate information to the appropriate individuals at the appropriate moment.

Two basic types of knowledge

Tacit knowledge: Tacit information is difficult to codify and transmit since it is private

and context-specific. It consists of things like perceptions, instincts, and experience.

Explicit knowledge is information that has been formalized and is accessible to others.

Records, databases, and processes are all part of it.

Why Knowledge Management Is Important for Modern Businesses

Today's enterprises need knowledge management since it may enable them to: Make

better decisions, Increased inventiveness, Cut expenses, Enhance your client service, and

Acquire a competitive edge.

B. Knowledge management cycle

Meyer and Zack Knowledge Management Cycle:

An overview of the knowledge management process in businesses may be found in the Meyer

and Zack Knowledge Management Cycle model (Tenório, et al., 2020). There are four steps in it:
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a. Creation: This phase includes producing new information. Research, invention, or the

acquisition of specific knowledge are just a few of the several ways it might happen.

b. Storage: At this point, the knowledge that has been produced is put in a repository for

convenient access. Databases, documents, and other information systems may be included in

this.

c. Transferring knowledge inside the company is necessary. Training, meetups, and socializing

are just a few of the several ways that transfer may occur.

d. Application: Using information to inform decisions, processes, and innovation is the ultimate

purpose of knowledge management. In order to accomplish organizational goals, this step

requires efficiently using knowledge.

Bukowitz and Williams Knowledge Management Cycle:

Another model that highlights the significance of knowledge generation and transmission is the

Bukowitz and Williams Knowledge Management Cycle. It involves the following actions:

a. Knowledge acquisition is the procedure of gathering information from numerous internal

and external sources. Both implicit and explicit knowledge must be captured.

b. information Integration: To make newly learned information more usable and accessible,

integration entails arranging and organising it. Codification and classification are often

performed at this stage.

c. The goal of distribution is to spread information across the company. It could include

technological utilization, documentation, and training.

d. Knowledge Application: The last phase involves using knowledge to innovate inside the

company and address issues.

Nonaka and Takeuchi Knowledge Spiral Model:

According to their concept, knowledge transformation consists of a series of spiral

processes that:

a. Through shared occurrences and conversations, tacit information is socialized, or made

explicit.

b. Externalization: The process of expressing and recording tacit information in order to make it

apparent.

Combination is the process of combining existing explicit information to produce new explicit

knowledge.

d. Internalization: Using learning and practical use, turning explicit information into tacit

knowledge.

Wiig KM Model vs. Nonaka and Takeuchi Model:

The focus on knowledge production, transfer, and application that both the Wiig KM

Model and the Nonaka and Takeuchi Knowledge Spiral Model place on knowledge has certain

parallels. But there are several significant ways that they diverge.
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The Wiig model emphasizes organizational learning, resolving issues and information mapping

as key components of an organized approach to understanding management.

Model by Nonaka and Takeuchi: This model by Nonaka and Takeuchi is more focused

on the social and cognitive processes involved in the production and transformation of

knowledge (Demchig, 2020). The transformation of tacit information into verbal expertise and

vice versa is strongly emphasized.

Although both models deal with managing knowledge, the Wiig model is more organized

and based on processes while the Nonaka and Takeuchi model is more focused on

comprehending the dynamics of information generation and exchange within a company.

Together, they may help create a thorough knowledge management plan.

References

Demchig, B. (2020, October). A holistic conceptual model of organizational knowledge

management maturity. In International Conference on Intellectual Capital and

Knowledge Management and Organisational Learning (pp. 142-150). Academic

Conferences International Limited.

Stenfors, T., Kajamaa, A., & Bennett, D. (2020). How to… assess the quality of qualitative

research. The clinical teacher, 17(6), 596-599.

Tenório, N., Pinto, D., Silva, M. J., de Almeida, I. C., & Bortolozzi, F. (2020). Knowledge

management in the software industry: how Scrum activities support a knowledge

management cycle. Navus: Revista de Gestão e Tecnologia, (10), 20.