Professional Documents
Culture Documents
and Practice
Major KM Processes
Knowledge-Information Processes (ACIIC Knowledge
Economy)
Meyer and Zack KM Processes
Bukowitz and Williams Processes
McElroy KM Processes
Wiig KM Processes
Carlile and Rebentisch KM Processes
Evans et al KM Processes
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KM Processes
Knowledge Capture
Knowledge Creation
Knowledge Codification
Knowledge Sharing
Knowledge Access
Knowledge Application
Knowledge Re-Use
“Where do I put this in the company’s knowledge book???”
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Knowledge-Information KM
Processes*
The ability to manage knowledge is
becoming ever more crucial in the
knowledge economy
Where creation and diffusion of knowledge are
increasingly important factors in competitiveness
Knowledge is a commodity now
Embedded in products, especially hi-tech products
Embedded in the tacit knowledge of highly mobile
employees
* Australian Centre for Innovation and International Competitiveness www.aciic.org.au
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Knowledge Economy & the
Knowledge- Information Processes
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Knowledge -Information
Processes/2
Need to systematically identify, generate, acquire,
diffuse, and capture the benefits of knowledge that
provide a strategic advantage
Clear distinction must be made between
information – which is digitizable, and knowledge –
which exists only in intelligent systems
Knowledge-information processes look at how
information is transformed into knowledge and vice
versa via creation and application processes
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Knowledge-Information
Procresses/3
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Knowledge-Information
Processes
Establish appropriate information management systems and
processes
Identify and locate knowledge and knowledge sources
within the organization
Code knowledge (translate knowledge into explicit
information) to allow re-use economies to operate
Create networks, practices, and incentives to facilitate
person-to-person knowledge transfer where the focus is on
the unique solution
Add personal knowledge management to the organizational
repertoire (“corporate memory”)
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M. Zack KM Processes
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Zack KM Processes/2
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Zack KM Processes/3
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KM Processes
Knowledge Capture
Knowledge Creation
Knowledge Codification and refinement
Knowledge Sharing
Knowledge Access
Knowledge Application
Knowledge Re-Use
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McElroy KM Processes
Individual &
Group
Learning
Formulate Codified Knowledge
Knowledge Knowledge Knowledge Claim
Claim Claim Claim Evaluation
Formulation
Information
Acquisition
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McElroy KM Processes/2
Information about:
•Surviving knowledge claim
•Falsified knowledge claim
•Undecided knowledge claim
Knowledge Organizational
Production Knowledge
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McElroy KM Processes/3
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KM Cycle Processes
Knowledge Capture
Knowledge Creation
Knowledge Codification & Refinement
Knowledge Sharing
Knowledge Access
Knowledge Application
Knowledge Evaluation & Re-Use
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Bukowitz and Williams
ASSESS
GET
BUILD/SUSTAIN
USE Knowledge
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Bukowitz and Williams /2
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Bukowitz and Williams/3
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Bukowitz and Williams/4
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KM Processes
Knowledge Capture
Knowledge Creation & Contribution
Selectively filter contributions
Knowledge Codification & Refinement
Knowledge Sharing
Knowledge Access
Knowledge Learning &Application
Knowledge Evaluation & Re-Use OR Divest
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Wiig KM Processes
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Wiig KM Processes/3
•Personal experience
•Formal education and training
Build Knowledge •Intelligence sources
•Media, books, peers
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Building Knowledge
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Obtaining Knowledge
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Organize Knowledge
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Building Knowledge -
Examples
Market research
Focus groups
Surveys
Competitive intelligence
Data mining on customer preferences
Synthesis of lessons learned (what worked, what
didn’t) – generate hypotheses
Validate using customer satisfaction questionnaire and
interviews
Document as training manual for marketing to this
specific target market
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Wiig KM Cycle/4
•Personal experience
•Formal education and training
Build Knowledge •Intelligence sources
•Media, books, peers
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Holding Knowledge
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Holding Knowledge -
Examples
Company owns a number of proprietary methods
and recipes for making products
Some knowledge documented in the form of
research reports, technical papers, patents
Other tacit knowledge can be elicited and
embedded in the knowledge base in the form of
know-how, tips, tricks of the trade
Videotapes of specialized experts explaining various
procedures
Task support systems
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Wiig KM Cycle/5
•Personal experience
•Formal education and training
Build Knowledge •Intelligence sources
•Media, books, peers
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Pooling Knowledge
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Wiig KM Cycle/6
•Personal experience
•Formal education and training
Build Knowledge •Intelligence sources
•Media, books, peers
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Using Knowledge
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Using Knowledge - Examples
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KM Processes
Knowledge Capture
Knowledge Creation & Contribution
Knowledge Codification & Refinement (inc. Sanitize) &
Reconstruction (e.g. synthesis)
Selectively filter contributions
Knowledge Modeling
Knowledge Sharing & Pooling
Knowledge Organization &Access
Knowledge Learning &Application
Knowledge Evaluation & Re-Use OR Divest
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Carlile and Rebentisch KM
Processes
Retrieval
Storage
Transformation
Carlile and Rebentisch KM
Processes /2
Focus is on integrating knowledge into complex
technologies and products
New knowledge is created through the integration of
existing knowledge from multiple sources
Introduce the notion of retrieving knowledge (both tacit
from people and explicit
Assumption is that there is never a blank slate in an
organization – some valuable knowledge already exists
somewhere
As this existing knowledge is used, reused, it is transformed
(rarely used “as is”)
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KM Processes
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Evans et al KM Processes
AND / OR
Request for
Knowledge
Double Loop
Learning
(Argyris and
Schon, 1996)
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Evans et al KM Processes /2
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Dalkir Meta-KM Processes Summary
Organizational culture
Assess
Update Contextualize
3. Use, apply
and re-use
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