 The WIIG Model: This model was developed by the World Institute for Information

Management (WIIG) in 1995. It is a four-stage model that describes the knowledge management
process as follows:

 Identify: Identify the knowledge that is important to the organization.

 Capture: Capture the knowledge in a way that it can be easily stored and retrieved.
 Store: Store the knowledge in a secure and accessible location.
 Use: Use the knowledge to improve the organization's performance.

 The Nonaka and Takeuchi Model: This model was developed by Ikujiro Nonaka and
Hirotaka Takeuchi in 1991. It describes the knowledge creation process as a spiral of four modes
of knowledge conversion:

 Socialization: Tacit knowledge is shared through shared experiences.

 Externalization: Tacit knowledge is made explicit through dialogue and reflection.
 Combination: Explicit knowledge is combined to create new knowledge.
 Internalization: New knowledge is internalized into tacit knowledge through practice.

 The ZACK Knowledge Management Model: This model was developed by Michael
Zack in 1999. It is a five-stage model that describes the knowledge management process as
follows:

 Identify: Identify the knowledge that is important to the organization.

 Create: Create new knowledge through research, development, and innovation.
 Store: Store the knowledge in a way that it can be easily stored and retrieved.
 Transfer: Transfer the knowledge to the people who need it.
 Apply: Apply the knowledge to improve the organization's performance.

 The Bukowitz and Williams Model: This model was developed by Howard Bukowitz
and Alison Williams in 1999. It is a four-stage model that describes the knowledge management
process as follows:

 Planning: Develop a knowledge management strategy.

 Implementation: Implement the knowledge management strategy.
 Evaluation: Evaluate the effectiveness of the knowledge management strategy.
 Continuous improvement: Continuously improve the knowledge management process.

 Research on Knowledge Management Models at Universities Using Fuzzy

Analytic Hierarchy Process (FAHP) by Miltiadis et al. (2019)

This paper uses fuzzy analytic hierarchy process (FAHP) to evaluate knowledge management models in
universities. The paper discusses the different knowledge management models that were evaluated, the
criteria that were used to evaluate the models, and the results of the evaluation.

 Study of knowledge management models and their relevance in

organizations by Kumar et al. (2020)

This paper studies the different knowledge management models and their relevance in organizations. The
paper discusses the different components of knowledge management models, the different stages of
knowledge management, and the different factors that influence the success of knowledge management.

 Knowledge Management: A Review of Knowledge Management Models by

Haslinda and Sarinah (2019)

This paper reviews the different knowledge management models that have been proposed in the literature.
The paper discusses the different perspectives of knowledge management, the different components of
knowledge management, and the different stages of knowledge management.

 "Knowledge Management Models: A Review" by Alavi and Leidner (2001)

Is a review of different knowledge management models that discusses their strengths and
weaknesses?
A knowledge management model is a framework that organizations can use to improve their
ability to create, share, and use knowledge. There are many different knowledge management
models, but they all share some common elements. These elements include:

The identification of knowledge: The first step in any knowledge management initiative is to
identify the knowledge that is important to the organization. This knowledge can be tacit
(informal, undocumented knowledge) or explicit (formal, documented knowledge).
The capture of knowledge: Once the organization has identified the knowledge that is
important, it needs to capture that knowledge. This can be done through a variety of methods,
such as interviews, surveys, and document reviews.
 The storage of knowledge: Once the knowledge has been captured, it needs to be stored in a
way that is accessible to employees. This can be done through a variety of methods, such as
knowledge repositories, intranets, and collaboration tools.
The sharing of knowledge: The knowledge that is stored in the organization's knowledge
management system needs to be shared with employees. This can be done through a variety of
methods, such as knowledge sharing portals, social media, and communities of practice.
The use of knowledge: The knowledge that is shared with employees needs to be used to
improve the organization's performance. This can be done through a variety of methods, such as
problem solving, decision making, and innovation.

Knowledge management models can be a valuable tool for organizations that want to
improve their ability to create, share, and use knowledge. However, the success of
knowledge management initiatives depends on a number of factors, including the
support of senior management, the involvement of employees, and the use of
technology.

 Knowledge management models are a way of organizing and managing knowledge. They
provide a framework for understanding the different types of knowledge, the different ways that
knowledge can be captured, stored, shared, and used, and the different factors that influence the
success of knowledge management initiatives.
 Knowledge management models can be used to improve the efficiency and effectiveness of
knowledge management initiatives. They can help organizations to identify the knowledge that is
important, capture that knowledge, store it in a way that is accessible to employees, share it with
employees, and use it to improve the organization's performance.
 Knowledge management models are not a silver bullet. They cannot guarantee the success of
knowledge management initiatives. However, they can provide a valuable framework for
understanding and managing knowledge.
There are many different ways to implement a knowledge management model. The
specific approach that an organization takes will depend on its unique needs and
circumstances. However, there are some common steps that most organizations follow
when implementing a knowledge management model.

These steps include:

1. Establishing a knowledge management strategy: The first step is to establish a knowledge

management strategy. This strategy should define the organization's goals for knowledge
management, identify the knowledge that is important to the organization, and outline the steps
that the organization will take to capture, store, share, and use knowledge.
2. Identifying the knowledge that is important: Once the organization has established its
knowledge management strategy, it needs to identify the knowledge that is important to the
organization. This knowledge can be tacit (informal, undocumented knowledge) or explicit
(formal, documented knowledge).
3. Capturing knowledge: Once the organization has identified the knowledge that is important, it
needs to capture that knowledge. This can be done through a variety of methods, such as
interviews, surveys, and document reviews.
4. Storing knowledge: Once the knowledge has been captured, it needs to be stored in a way that is
accessible to employees. This can be done through a variety of methods, such as knowledge
repositories, intranets, and collaboration tools.
5. Sharing knowledge: The knowledge that is stored in the organization's knowledge management
system needs to be shared with employees. This can be done through a variety of methods, such
as knowledge sharing portals, social media, and communities of practice.
6. Using knowledge: The knowledge that is shared with employees needs to be used to improve
the organization's performance. This can be done through a variety of methods, such as problem
solving, decision making, and innovation.
7. Measuring the success of knowledge management: The final step is to measure the success of
knowledge management initiatives. This can be done by tracking metrics such as the number of
knowledge sharing interactions, the number of problems solved using knowledge, and the
improvement in the organization's performance.

The architecture of a knowledge management model will vary depending on the specific
needs of the organization. However, there are some common elements that are found in
most knowledge management models. These elements include:

 Knowledge repositories: Knowledge repositories are used to store knowledge. They can be
physical or digital repositories.
 Knowledge sharing portals: Knowledge sharing portals are used to share knowledge with
employees. They can be accessed through a variety of devices, such as computers, tablets, and
smartphones.
 Social media: Social media can be used to share knowledge with employees. It can also be used
to create communities of practice where employees can collaborate on projects and share
knowledge.
 Collaboration tools: Collaboration tools can be used to share knowledge with employees. They
can also be used to collaborate on projects and share knowledge.
 Performance metrics: Performance metrics are used to measure the success of knowledge
management initiatives. These metrics can track the number of knowledge sharing interactions,
the number of problems solved using knowledge, and the improvement in the organization's
performance.

The procedures for implementing a knowledge management model will vary depending
on the specific needs of the organization. However, there are some common steps that
most organizations follow when implementing a knowledge management model. These
steps include:

1. Establish a knowledge management team: The first step is to establish a knowledge management
team. This team should be responsible for developing and implementing the organization's
knowledge management strategy.
2. Conduct a knowledge audit: The next step is to conduct a knowledge audit. This audit will
identify the knowledge that is important to the organization and the gaps in the organization's
knowledge management system.
3. Develop a knowledge management plan: The knowledge audit will be used to develop a
knowledge management plan. This plan will outline the steps that the organization will take to
capture, store, share, and use knowledge.
4. Implement the knowledge management plan: The knowledge management plan will be
implemented by the knowledge management team.
5. Measure the success of knowledge management: The final step is to measure the success of
knowledge management initiatives. This can be done by tracking metrics such as the number of
knowledge sharing interactions, the number of problems solved using knowledge, and the
improvement in the organization's performance.
There are many reasons why organizations need knowledge management. Some of the
key benefits of knowledge management include:

 Improved decision making: When employees have access to the knowledge they need, they can
make better decisions. This can lead to increased efficiency and productivity, as well as
improved customer service.
 Reduced costs: Knowledge management can help organizations to reduce costs by eliminating
duplication of effort and by improving efficiency. For example, knowledge management can be
used to create standard operating procedures that can be used by employees across the
organization.
 Increased innovation: Knowledge management can help organizations to be more innovative by
providing employees with access to the knowledge they need to develop new products and
 services. For example, knowledge management can be used to create communities of practice
where employees can share ideas and collaborate on projects.
 Improved employee morale: When employees feel that their knowledge is valued and that they
have the opportunity to share their knowledge with others, they are more likely to be engaged
and motivated. This can lead to increased productivity and improved job satisfaction.

There are also some potential drawbacks to knowledge management, such as:

 Cost: Knowledge management can be expensive to implement and maintain. This is especially
true if the organization chooses to use a knowledge management software solution.
 Time commitment: Knowledge management requires a significant time commitment from
employees. This is because employees need to be willing to share their knowledge and to
participate in knowledge sharing activities.
 Resistance to change: Some employees may resist change, especially if they are not familiar
with knowledge management or if they are not convinced of the benefits.

Here are some additional thoughts on the application, pros, and cons of knowledge
management:

 Application: Knowledge management can be applied to a wide range of organizations, including

businesses, government agencies, and non-profit organizations.
 Pros: The pros of knowledge management include improved decision making, reduced costs,
increased innovation, and improved employee morale.
 Cons: The cons of knowledge management include cost, time commitment, and resistance to
change.

Problem: A company is experiencing difficulty in transferring knowledge between employees.

This is leading to duplication of effort, errors, and delays.

Approach: The Company could use a knowledge management model to create a central
repository for knowledge. This repository could be accessed by all employees, regardless of their
location or department. The repository could include a variety of knowledge assets, such as
documents, procedures, and best practices.

Results: By using a knowledge management model, the company could create a more efficient
and effective way to transfer knowledge. This could lead to reduced duplication of effort, fewer
errors, and shorter turnaround times.
 Conclusion: Knowledge management models can be a valuable tool for solving problems and
improving performance. By providing a central repository for knowledge, these models can
make it easier for employees to find and share the information they need. This can lead to
increased efficiency, productivity, and innovation.

Here are some additional thoughts on the problem solving process using knowledge
management models:

 The first step is to identify the problem. This can be done by conducting a knowledge audit or by
surveying employees.
 The next step is to develop a knowledge management model. This involves identifying the
knowledge that needs to be managed, the best way to store and organize that knowledge, and the
best way to make that knowledge accessible to employees.
 The third step is to implement the knowledge management model. This involves training
employees on how to use the model and providing ongoing support.
 The fourth step is to measure the success of the knowledge management model. This can be done
by tracking metrics such as the number of knowledge sharing interactions, the number of
problems solved using knowledge, and the improvement in the organization's performance.

Knowledge management models can be a valuable tool for solving problems and improving
performance. By following the steps outlined above, organizations can identify problems,
develop effective solutions, and improve performance.

Here are some examples of knowledge management models that have been used to
solve problems:

 The Socialization model focuses on creating a culture of knowledge sharing and collaboration.
This model is often used to address problems related to knowledge transfer and communication.
 The Externalization model focuses on capturing and codifying tacit knowledge. This model is
often used to address problems related to the loss of knowledge when employees leave the
organization.
 The Combination model focuses on synthesizing different pieces of knowledge into new
insights. This model is often used to address problems related to innovation and problem solving.
 The Internalization model focuses on embedding new knowledge into the organization's culture
and processes. This model is often used to address problems related to the adoption of new
technologies or processes.
 Here are some of the strengths of knowledge management models:

 Improved decision making: When employees have access to the knowledge they need, they can
make better decisions. This can lead to increased efficiency and productivity, as well as
improved customer service.
 Reduced costs: Knowledge management models can help organizations to reduce costs by
eliminating duplication of effort and by improving efficiency. For example, knowledge
management models can be used to create standard operating procedures that can be used by
employees across the organization.
 Increased innovation: Knowledge management models can help organizations to be more
innovative by providing employees with access to the knowledge they need to develop new
products and services. For example, knowledge management models can be used to create
communities of practice where employees can share ideas and collaborate on projects.
 Improved employee morale: When employees feel that their knowledge is valued and that they
have the opportunity to share their knowledge with others, they are more likely to be engaged
and motivated. This can lead to increased productivity and improved job satisfaction.

Here are some of the weaknesses of knowledge management models:

 Cost: Knowledge management models can be expensive to implement and maintain. This is
especially true if the organization chooses to use a knowledge management software solution.
 Time commitment: Knowledge management models require a significant time commitment from
employees. This is because employees need to be willing to share their knowledge and to
participate in knowledge sharing activities.
 Resistance to change: Some employees may resist change, especially if they are not familiar with
knowledge management models or if they are not convinced of the benefits.

Here is one major recommendation for organizations that are considering implementing
knowledge management models:

 Choose the right knowledge management model: There are many different knowledge
management models available, so it is important to choose the right model for the organization's
specific needs.
 Involve employees in the development and implementation of the knowledge management
model: Employees are more likely to embrace knowledge management if they are involved in the
development and implementation of the model.
 Provide ongoing training and support for employees: Employees need to be trained on how to
use the knowledge management model and they need to be provided with ongoing support.
 Measure the success of the knowledge management model: It is important to measure the success
of the knowledge management model so that the organization can make necessary adjustments.
 Get buy-in from senior management: Knowledge management models are a strategic initiative
that requires the support of senior management. Senior management needs to be committed to
the initiative and to providing the resources that are necessary for its success.

Advantages:

The WIIG Model is a comprehensive model that covers all aspects of the knowledge
management process.

Comprehensiveness: The WIIG Model covers all aspects of the knowledge management process,
from identifying and capturing knowledge to storing, using, and sharing it. This makes it a
valuable tool for organizations that want to take a holistic approach to knowledge management.

Flexibility: The WIIG Model is flexible enough to be adapted to the specific needs of any
organization. This makes it a good choice for organizations of all sizes and industries.
Documentation: The WIIG Model is well-documented, which makes it easy for organizations to
learn about it and implement it.
Ease of implementation: The WIIG Model is relatively easy to implement and manage. This
makes it a good choice for organizations that are new to knowledge management.
The Nonaka and Takeuchi Model is a dynamic model that captures the continuous nature of
knowledge creation.
Dynamic nature: The Nonaka and Takeuchi Model views knowledge creation as a continuous
process, rather than a one-time event. This makes it a good fit for organizations that are
constantly changing and adapting.
Emphasis on tacit knowledge: The Nonaka and Takeuchi Model emphasizes the importance of
tacit knowledge, which is the knowledge that is difficult to codify and share. This makes it a
good fit for organizations that want to tap into the knowledge of their employees.
Framework for understanding knowledge creation: The Nonaka and Takeuchi Model provides a
framework for understanding the different ways that knowledge can be created and shared. This
can help organizations to identify the best ways to manage their knowledge assets.
Ease of understanding: The Nonaka and Takeuchi Model is relatively easy to understand, which
makes it a good fit for organizations that are new to knowledge management.
The Bukowitz and Williams Model is a simple and easy-to-understand model.
Simple and easy to understand: The Bukowitz and Williams Model is a simple and easy-to-
understand model, which makes it a good fit for organizations that are new to knowledge
management.
Comprehensiveness: The Bukowitz and Williams Model is a comprehensive model that covers
all aspects of the knowledge management process, from identifying and capturing knowledge to
storing, using, and sharing it. This makes it a good fit for organizations that want to take a
holistic approach to knowledge management.
Flexibility: The Bukowitz and Williams Model is a flexible model that can be adapted to the
specific needs of any organization. This makes it a good fit for organizations of all sizes and
industries.
Documentation: The Bukowitz and Williams Model is well-documented, which makes it easy for
organizations to learn about it and implement it.
The ZACK Knowledge Management Model is a comprehensive model that covers all aspects of
the knowledge management process.
Comprehensiveness: The ZACK Knowledge Management Model covers all aspects of the
knowledge management process, from identifying and capturing knowledge to storing, using,
and sharing it. This makes it a good fit for organizations that want to take a holistic approach to
knowledge management.
Systematic: The ZACK Knowledge Management Model is a systematic model that provides a
clear roadmap for implementing knowledge management. This can help organizations to avoid
making mistakes and to achieve their goals more effectively.
Flexibility: The ZACK Knowledge Management Model is a flexible model that can be adapted
to the specific needs of any organization. This makes it a good fit for organizations of all sizes
and industries.
Documentation: The ZACK Knowledge Management Model is well-documented, which makes
it easy for organizations to learn about it and implement it.

Disadvantages:
The WIIG Model can be complex and time-consuming to implement.

Complexity: The WIIG Model can be complex and time-consuming to implement. This can be a
barrier for organizations that are not prepared to make a significant commitment to knowledge
management.
Commitment: The WIIG Model requires a significant commitment from the organization's
management and employees. This is because knowledge management is a cultural change, and it
takes time for people to learn how to share and use knowledge effectively.
Measurement: It can be difficult to measure the effectiveness of the WIIG Model. This is
because knowledge management is a complex process, and there are many factors that can affect
its success.
Tacit knowledge: The WIIG Model does not explicitly address the challenges of managing tacit
knowledge. Tacit knowledge is difficult to capture and share, and it is often the most valuable
knowledge in an organization.

The Nonaka and Takeuchi Model is not as comprehensive as some other knowledge
management models.
Lack of comprehensiveness: The Nonaka and Takeuchi Model does not explicitly address all
aspects of the knowledge management process. For example, it does not address the challenges
of storing and retrieving knowledge.

Tacit knowledge: The Nonaka and Takeuchi Model does not explicitly address the challenges of
managing tacit knowledge. This is a limitation, as tacit knowledge is often the most valuable
knowledge in an organization.

Measurement: It can be difficult to measure the effectiveness of the Nonaka and Takeuchi
Model. This is because knowledge creation is a complex process, and there are many factors that
can affect its success.

Practical application: It is not always clear how to apply the Nonaka and Takeuchi Model in
practice. This can be a barrier for organizations that are trying to implement the model.

The Bukowitz and Williams Model is not as detailed as some other knowledge management
models.
Lack of detail: The Bukowitz and Williams Model is not as detailed as some other knowledge
management models. This means that it may not be sufficient for organizations that need a more
detailed approach to knowledge management.
 Tacit knowledge: The Bukowitz and Williams Model does not explicitly address the challenges
of managing tacit knowledge. This is a limitation, as tacit knowledge is often the most valuable
knowledge in an organization.

Measurement: It can be difficult to measure the effectiveness of the Bukowitz and Williams
Model. This is because knowledge management is a complex process, and there are many factors
that can affect its success.

The ZACK Knowledge Management Model can be complex and time-consuming to implement.
Complexity: The ZACK Knowledge Management Model can be complex and time-consuming to
implement. This can be a barrier for organizations that are not prepared to make a significant
commitment to knowledge management.

Commitment: The ZACK Knowledge Management Model requires a significant commitment

from the organization's management and employees. This is because knowledge management is
a cultural change, and it takes time for people to learn how to share and use knowledge
effectively.

Measurement: It can be difficult to measure the effectiveness of the ZACK Knowledge

Management Model. This is because knowledge management is a complex process, and there are
many factors that can affect its success.

References for KM models

 "A Review of Knowledge Management Models" by Alavi and Leidner (2001)

 "Knowledge Management: The Five Disciplines" by Sveiby (1997)
 "The Strategic Management of Intellectual Capital" by Edvinsson and Malone (1997)
 "The Handbook of Knowledge Management" by Despres and Chauvel (2000)
 "Knowledge Management in Practice" by Ruggles (1998)
 The SECI Model by Ikujiro Nonaka and Hirotaka Takeuchi (1995).

 The Knowledge Spiral Model by Karl E. Sveiby (1997).

 The Knowledge Management Framework Model by Karl Wiig (1997).

 The Knowledge Management Cycle Model by Michael Jennex and David A. Leidner (2007).