KNOWLEDGE MANAGEMENT the concept that tacit knowledge is very difficult
to abstract out of someone and make more
The Von Krogh and Roos Model of
Organizational Epistemology
The Von Krogh and Roos KM model ( 1995 )
distinguishes between individual knowledge
and social knowledge. Von Krogh and Roos
take an epistemological approach to
managing organizational knowledge
While pinning down a definition of organizational
has been problematic, and the term is often
used interchangeably with information, there are
a number of issues that must be addressed:
➢ How and why individuals within an
organization come to know
➢ How and why organizations, as social
entities, come to know
➢ What counts for knowledge of the
individual and the organization
➢ What are the impediments in
organizational KM?
The cognitive perspective (e.g., Varela 1992)
proposes that a cognitive system, whether it is a
human brain or a computer, creates
representations (i.e., models) of reality and
that learning occurs when these representations
are manipulated. A cognitive organizational
epistemology views organizational knowledge
as a self-organizing system in which humans
are transparent to the information from the
outside (i.e., we take in information through our
senses and use this information to build our
mental models).
Von Krogh and Roos adopt the connectionist
approach. In their organizational epistemology
KM model, knowledge resides in both the
individuals of an organization; and at the social
level, in the relations between the individuals.
Knowledge is characterized as “embodied” that
is, “everything known is known by somebody”
Unlike the cognitive perspective, where
knowledge is viewed as an abstract entity,
connectionism maintains that there cannot be
knowledge without a knower. This fits nicely with
concrete. It also reinforces the strong need to
maintain links between knowledge objects and
those who are knowledgeable about them —
In 1998, Von Krogh, Roos, and Kleine examined
the fragile nature of KM in organizations. They
describe this fragility in terms of the
Five factors could impede the successful
management of organizational knowledge for
innovation, competitive advantage, and other
organizational goals.
➢ mindset of the individuals
➢ communication in the organization
➢ the organizational structure
➢ the relationship between the members,
➢ the management of human resources.
For example,
➢ if individuals do not perceive knowledge
to be a crucial competence of the firm,
then the organization will have trouble
developing knowledge-based
competencies.
➢ If there is no legitimate language to
express new knowledge in the individual,
then contributions will fail.
➢ If the organizational structure does not
facilitate innovation, then KM will fail.
➢ If individual members are not eager to
share their experiences with their
colleagues on the basis of mutual trust
and respect, then there will be no
generation of social, collective
knowledge within that organization.
➢ if those contributing knowledge are not
evaluated highly and acknowledged by
top management, they will lose their
motivation to innovate and develop new
knowledge for the firm
 Knowledge Capture and Codification
The first high-level phase of the knowledge
management cycle, begins with knowledge
capture and codification. More specifically,
tacit knowledge is captured or elicited and
explicit knowledge is organized or coded.
In knowledge capture, a distinction needs to
be made between the capture and identification
of existing knowledge and the creation of new
knowledge. In most organizations, explicit or
already identified and coded knowledge
typically represents only the tip of the iceberg
Capturing the knowledge in an organization is
not purely about technology. Indeed, many
firms find that information technology (IT) plays
only a small part in ensuring that information is
available to those who need it. The approach
needed depends on the kind of business, its
culture, and the ways in which people solve
problems. Some organizations generally deliver
standard products and services, while others
are constantly looking for new ways of doing
things. Knowledge capture can therefore
span a whole host of activities, from
organizing customer information details into a
single database to setting up a mentoring
program. We need to capture both types of
knowledge — explicit and tacit
In today’s fast-paced economy, an
organization’s knowledge base is quickly
becoming its only sustainable competitive
advantage. As such, this resource must be
protected, cultivated, and shared among
organizational members. Until recently,
companies could succeed based upon the
individual knowledge of a handful of strategically
positioned individuals. Increasingly, however,
competitive advantage is to be gained by
making individual knowledge available
within the organization, which then becomes
organizational knowledge.
Organizational knowledge complements
individual knowledge and makes it stronger and
broader. The full utilization of an organization’s
knowledge base, coupled with the potential of
individual skills, competencies, thoughts,
innovations, and ideas, will enable a company
to compete more effectively in the future.
Competitiveness is becoming increasingly
dependent on an organization’s agility or ability
to respond to changes in a very timely manner.
The major component of agility lies in the skills
and learning abilities of the knowledge workers
within that organization.
Knowledge capture may be difficult,
particularly in the case of tacit knowledge.
Tacit knowledge management is the process
of capturing the experience and expertise of the
individual in an organization and making it
available to anyone who needs it. The capture
of explicit knowledge is the systematic
approach of capturing, organizing, and refining
information in a way that makes information
easy to find, and facilitates learning and problem
solving. Knowledge often remains tacit until
someone asks a direct question. At that point,
tacit can become explicit, but unless that
information is captured for someone else to use
again at a later date, learning, productivity, and
innovation are stifled.
THE EFQM EXCELLENCE MODEL
EFQM – European Foundation for Quality
Management
• Whilst there are numerous management
tools and techniques commonly used,
The EFQM Model provides an holistic
view of the organization and it can be
used to determine how these different
methods fit together and complement
each other.
• The EFQM can therefore be used in
conjunction with any number of these
tools, based on the needs and function of
the organization, as an overarching
framework for developing sustainable
excellence.
• Excellent organizations achieve and
sustain outstanding levels of
performance that meet or exceed the
expectations of all their stakeholders.
There is a set of three integrated components
which comprise the EFQM Excellence Model:
• The Fundamental Concepts of
Excellence
• The Model Criteria
• The RADAR Logic
The EFQM Excellence Model allows people to
understand the cause-and-effect
relationships between what their organization
does and the results it achieves.
Fundamental Concepts
1. Achieving balanced result: Excellent
organization's achieve sustained outstanding
results that meet both the short- and long-term
needs of all their stakeholders, within the
context of their operating environment.
2. Adding value for customer: Excellent
organizations consistently add value for
customers by understanding, anticipating and
fulfilling needs, expectations and opportunities.
3. Taking responsibility for a sustainable:
Excellent organizations have a positive
impact on the world around them by enhancing
their performance whilst simultaneously
advancing the economic, environmental and
social conditions within the communities they
touch.
4. Leading with vision, Inspiration and
integrity: Excellent organizations have leaders
who shape the future and make it happen,
acting as role models for its values and ethics.
5. Managing with agility: Excellent
organisations are widely recognized for their
ability to identify and respond effectively and
efficiently to opportunities and threats.
6. Succeeding through people: Excellent
organisations value their people and create a
culture of empowerment for the achievement of
both organisational and personal goals.
7. Nurturing Creativity and Innovation:
Excellent organisations generate increased
value and levels of performance through
continual improvement and systematic
innovation by harnessing the creativity of their
stakeholders.
8. Building organisational capability:
Excellent organizations enhance their
capabilities by effectively managing change
within and beyond the organizational
boundaries.
What is Excellence?
• We often talk about it, and in general we
feel we're doing an excellent job, but
what is Excellence? Excellence is more
than just doing well, or being good.
• Excellence is when people strive to be
the best they can be and this applies to
organisations as well.
The Need for Model
• Who does the organization work for?
The traditional view is the
shareholders. But from an internal
perspective, this means optimizing
profitability and balancing the short-
term demands for dividends against the
long-term sustainability of the business
model.
• To ensure sustainable financial
growth, we need to keep our customers
satisfied. To do this, we need to develop
and deliver products & services that add
value to them. We also need to deliver
excellent service to maximize retention,
loyalty and our reputation.
HOW DO YOU DEFINE EXCELLENCE?
Excellent Organizations achieve and sustain
outstanding levels of performance that meet or
exceed the expectations of all their
stakeholders.
 Fundamental Concepts
Model Criteria
✓ APPLICABLE TO ANY ORGANISATION
✓ The EFQM Excellence Model is based
on 9 criteria.
✓ 5 of these are "Enablers" and 4 are
"Results".
✓ The "Enabler" criteria cover what an
organisation does and how it does it.
✓ The "Results" criteria cover what an
organisation achieves.
WHAT AN ORGANISATION DOES AND HOW
IT DOES IT
• LEADERSHIP
Excellent organisations have leaders who
shape the future and make it happen, acting as
role models for its values and ethics and
inspiring trust at all times. They are flexible,
enabling the organisation to anticipate and
reach in a timely manner to ensure the on-going
success of the organisation.
• STRATEGY
Excellent organisations implement their Mission
and Vision by developing a stakeholder focused
strategy. Policies, plans, objectives and
processes are developed and deployed to
deliver the strategy.
• PEOPLE
Excellent organisations value their people and
create a culture that allows the mutually
beneficial achievement of organisational and
personal goals. They develop the capabilities of
their people and promote fairness and equality.
They care for, communicate, reward and
recognise, in a way that motivates people,
builds commitment and enables them to use
their skills and knowledge for the benefit of the
organisation.
• PARTNERSHIPS & RESOURCES
Excellent organisations plan and manage
external partnerships, suppliers and internal
resources in order to support their strategy,
policies and the effective operation of
processes. They ensure that they effectively
manage their environmental and societal
impact.
• PROCESSES, PRODUCTS &
SERVICES
Excellent organisations design, manage and
improve processes, products and services to
generate increasing value for customers and
other stakeholders.
Main Objectives of the Scheme
❑ Provide clear milestones on the journey
to Excellence
❑ Maximise the number of organisations
applying the fundamental concepts &
principles of the EFQM Excellence Model
❑ Provide practical products and services
that help organisations improve
 ❑ Provide consistent, European-wide
recognition delivered by EFQM & its
National Partners
Case Study (Vodakanal)
The history of Vodokanal St. Petersburg dates
back to 1858. Today, Vodokanal provides
potable water and sewerage services to nearly
5 Mio. inhabitants of the Russia’s second largest
city and to many thousands of companies using
innovative technologies.
The company gives special attention to the
preservation of the Baltic Sea basin and the
development of water consumption culture by
being strongly involved in environmental
awareness-raising activities, among other
things.
Creative use of Social Media
❑ Vodokanal makes use of different
instruments to develop the water
consumption culture and careful,
respectful attitude to water:
❑ The company has its museum complex
The Universe of Water and the Youth
Environmental Centre;
❑ Vodokanal actively cooperates with the
mass media;
❑ the ideas of careful attitude to water are
disseminated by Vodokanal through
booklets and brochures;
❑ Vodokanal participates in the city
initiatives;
❑ Vodokanal tells about the significance of
water consumption culture on its
corporate website.
❑ Vodokanal uses social media, such as
the Internet portal Da-Voda and social
networks for its awareness-raising
activities.
Social media are one of the instruments used
by Vodokanal to perform its comprehensive
awareness-raising activities.
Da-Voda.com
Da-Voda.com is Vodokanal’s social project.
It is an Internet portal about water, the principal
resource on the planet Earth, and about careful
attitude to water resources.
The main character was selected by analyzing
the public interest in different fields of Vodokanal
activities. The results of internal social studies,
various inquiries made by the mass media, and
reviews of publications in the mass media
The portal Da-Voda.com tells and shows:
< why many persons of distinction do not waste
water
< what technical means are available to save
water with comfort
< how to solve water-related domestic problems
< what thoughtless attitude to water can lead to.
The website has a Russian and an English
version.
Add value for the society
The implementation of Da-Voda.com project
by Vodokanal St. Petersburg has created added
value for the society.
1. People are given useful information which
helps them save money by reducing their water
costs without affecting the comfort.
2. People are given practical advice in an
entertaining and understandable form. The
website and the Neva Crayfish explain how to
install water meters, how to check water quality,
what should be done if a house pipe is leaking,
etc.
3. One of the project results for the society is the
improvement of environment. The development
of water consumption culture helps improve the
condition of environment as an immediate result
and preserve water resources for the future
generations. The more people share the ideas
of careful attitude to water, the more noticeable
the environmental benefit for the society will be.
Project Result meet or exceed the need and expectations of
their customers.
❑ in 2010 – 150 unique visitors a day
• PEOPLE RESULTS - Excellent
❑ in 2011 – 270 unique visitors a day
organisations achieve and sustain
❑ in 2012 – 390 unique visitors a day. outstanding results that meet or exceed
the need and expectations of their
WHAT AN ORGANISATION ACHIEVES
people.
There are 4 Results areas, shown on the right- • SOCIETY RESULTS - Excellent
hand side of the Model. These are the results an organisations achieve and sustain
organisation achieves, in line with their strategic outstanding results that meet or exceed
goals. the need and expectations of relevant
stakeholders within society.
In all 4 results areas, we find that excellent
• BUSINESS RESULTS - Excellent
organisations:
organisations achieve and sustain
• Develop a set of key performance outstanding results that meet or exceed
indicators and related outcomes to the need and expectations of their
determine the successful deployment of business stakeholders.
their strategy, based on the needs and
expectations of the relevant stakeholder
groups
• Set clear targets for key results, based on
the needs and expectations of their
business stakeholders, in line with their
chosen strategy
• Segment results to understand the
performance of specific areas of the
organisation and the experience, needs
and expectations of their stakeholders
• Demonstrate positive or sustained good
business results over at least 3 years
• Clearly understand the underlying
reasons and drivers of observed trends
and the impact these results will have on
other performance indicators and related
outcomes
• Have confidence in their future
performance and results based on their
understanding of the cause-and-effect
relationships established.
• Understand how their key results
compare to similar organisations and use
this data, where relevant, for target
setting
• CUSTOMER RESULTS - Excellent
organisations achieve and sustain
outstanding results that