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  • A Little Knowledge That Acts Is Worth Infinitely More Than Much Knowledge That Is Idle.

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    Triadi Maulana
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    Kahlil Gibran said "A little knowledge that acts is worth infinitely more than much knowledge that is idle." The document discusses four major approaches to the knowledge management cycle proposed by Meyer and Zack, Bukowitz and Williams, McElroy, and Wiig. It identifies the key processes in each approach and compares them. The author, Dalkir, proposes an integrated knowledge management cycle with three major stages: knowledge capture and/or creation, knowledge sharing and dissemination, and knowledge acquisition and application.

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    KM Cycle

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    Kahlil Gibran said "A little knowledge that acts is worth infinitely more than much knowledge that is idle." The document discusses four major approaches to the knowledge management cycle proposed by Meyer and Zack, Bukowitz and Williams, McElroy, and Wiig. It identifies the key processes in each approach and compares them. The author, Dalkir, proposes an integrated knowledge management cycle with three major stages: knowledge capture and/or creation, knowledge sharing and dissemination, and knowledge acquisition and application.

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    © All Rights Reserved
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    62 views8 pages

    A Little Knowledge That Acts Is Worth Infinitely More Than Much Knowledge That Is Idle.

    Uploaded by

    Triadi Maulana
    Kahlil Gibran said "A little knowledge that acts is worth infinitely more than much knowledge that is idle." The document discusses four major approaches to the knowledge management cycle proposed by Meyer and Zack, Bukowitz and Williams, McElroy, and Wiig. It identifies the key processes in each approach and compares them. The author, Dalkir, proposes an integrated knowledge management cycle with three major stages: knowledge capture and/or creation, knowledge sharing and dissemination, and knowledge acquisition and application.

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    © All Rights Reserved
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    of 8

    A little knowledge that acts

    is worth infinitely more than


    much knowledge that is idle.
    Kahlil Gibran (1883-1931)

    The Knowledge Management Cycle


    Knowledge and knowledge sources are
    identified and located
    Knowledge is translated into explicit form
    Networks, practices and incentives are
    instituted
    Knowledge is field tested
    Know-how is transferred to organisational
    knowledge repository
    Becomes part of corporate memory.
    2

    Knowledge Management Cycle

    Four major approaches


    Meyer and Zack, 1996
    Bukowitz and Williams, 2000
    McElroy, 2003
    Wiig, 1993

    Dalkir, Kimiz (2205) Knowledge Management in Theory and Practice,


    Elsevier, Butterworth Heinemann, pp25-76

    Dalkir selected these as the four major


    approaches because they meet the following
    criteria They are implemented and validated in real
    world settings
    They are comprehensive with respect to the
    different types of steps found in KM
    literature
    They include detailed descriptions of the
    KM processes involved in each step.

    A Comparison of Key KM Cycle Processes


    Wigg 1993

    Zack 1996

    McElroy 1999

    Bukowitz &
    Williams 2003

    Creation

    Acquisition

    Individual and
    group learning

    Get

    Sourcing

    Refinement

    Knowledge claim
    validation

    Use

    Compilation

    Store/retrieve

    Information
    acquisition

    Learn

    Transformation

    Distribution

    Knowledge
    validation

    Contribute

    Dissemination

    Presentation

    Knowledge
    integration

    Assess

    Application

    Build/sustain

    Value realisation

    Divest
    5

    Dalkir proposes an Integrated KM Cycle

    Three major stages : Knowledge capture and/or creation


    Knowledge sharing and dissemination
    Knowledge acquisition and application

    Comparison of Key KM Cycle Processes


    Wigg 1993

    Zack 1996

    McElroy 1999

    Bukowitz
    &
    Williams
    2003

    Dalkirs
    Integrated KM
    Cycle

    Creation

    Acquisition

    Individual and
    group learning

    Get

    Create/capture

    Sourcing

    Refinement

    Knowledge claim
    validation

    Use

    Create/capture

    Compilation

    Store/retrieve

    Information
    acquisition

    Learn

    Create/capture

    Transformation

    Distribution

    Knowledge
    validation

    Contribute

    Create/capture
    and contextualise

    Dissemination

    Presentation

    Knowledge
    integration

    Assess

    Share,
    disseminate and
    assess

    Application

    Build/
    sustain

    Acquisition and
    application

    Value realisation

    Divest

    Update
    7

    Capture/
    Create

    Update

    Acquire/
    Apply

    Contextualise

    Share/
    Disseminate

    8
    Dalkir, Kamiz (2005) Knowledge Management in Theory and Practice Elsevier Butterworth Heinemann

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