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Knowledge Management Models

This document discusses several knowledge management models: 1. Nonaka's model of knowledge conversion between tacit and explicit knowledge through socialization, externalization, combination, and internalization. 2. Choo's model focuses on sense making, knowledge creation, and decision making within organizational actions. 3. Wiig's model emphasizes organizing knowledge according to how it will be used, considering dimensions like completeness, connectedness, and perspective.

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Shivendra Singh
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813 views18 pages

Knowledge Management Models

This document discusses several knowledge management models: 1. Nonaka's model of knowledge conversion between tacit and explicit knowledge through socialization, externalization, combination, and internalization. 2. Choo's model focuses on sense making, knowledge creation, and decision making within organizational actions. 3. Wiig's model emphasizes organizing knowledge according to how it will be used, considering dimensions like completeness, connectedness, and perspective.

Uploaded by

Shivendra Singh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Knowledge Management Models

Dr. Gita A. Kumta

Nonakas Model of Knowledge ConversionTacit to Tacit Tacit to Explicit

Socialisation
Individual knowledge
Explicit to Tacit

Externalisation
Individual & group knowledge
Explicit to Explicit

Internalisation
Individual, group, company knowledge

Combination
Group & company knowledge

KM Process Framework Bukowitz and Williams (1999)

KM Matrix
Gamble and Blackwell (2001)

Knowledge Management Process Model


Botha et al (2008)

The MITRE Advanced Technology News letter April 2000 Volume 4 Number 1

Choo KM Model
Choo(1998) has described a model of knowledge management that stresses sense making, knowledge creation and decision making concepts, bounded rationality. The model focuses on how information elements are selected and subsequently fed into organizational actions.

WIIG KM Model
Wiig (1993) approached his KM model with the following principle:
In order for knowledge to be useful and valuable, it must be organized. Knowledge should be organized differently depending on what use will be made of the knowledge.

Some useful dimensions to consider in Wiig's KM model include :


Completeness Connectedness Congruency Perspective and purpose

WIIG KM Model

WIIG KM Matrix

WIIG Hierarchy of Knowledge Forms

The Boisot I-Space KM Model


Based on the key concept of an information good that differs from a physical asset. Model distinguishes 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(1998) proposes the following two key points:
The more easily data can be structured and converted into information, the more diffusible it becomes. The less data that has been so structured requires a shared context for its diffusion, the more diffusible it becomes.

Complex Adaptive System Model

Key Processes ICAS Model


Understanding. Creating new ideas. Solving problems. Making decisions. Taking actions to achieve desired results

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