The document provides an overview and summary of the key concepts from the book "Knowledge Management in Theory and Practice" by Kimiz Dalkir. It discusses several knowledge management cycles and models. It also examines topics like knowledge capture and codification, knowledge sharing through communities of practice, knowledge application at individual and group levels, the role of organizational culture, and tools and strategies for knowledge management. The future challenges of knowledge management are also addressed.

1. Knowledge Management
in Theory and Practice
KIMIZ DALKIR
BUTTERWORTH-HEINEMANN (2005)
PRESENTED BY: ANDREA EDWARDES-EVANS &
TANYA HEWITT

2. Introduction
• Dr Kimiz Dalkir, McGill University
School of Information Studies
• Knowledge
• Commodity
• In employee‟s brains
• Knowledge Management
• Goals, Definition
• Multidisciplinary nature
• Interesting history

3. Chapter 2: The Knowledge Management Cycle
Cycle Description Stages
1)Acquisition
2) Refinement
Zack KM Cycle Consists primarily of creating a higher value added „knowledge product‟ at 3) Storage/retrieval
each stage of knowledge processing 4) Distribution
Fig. 2-2
5) Presentation or Use
1)Get 2) Use
Bukowitz & Williams KM 3) Learn 4) Contribute
Cycle Outlines how organizations generate, maintain & deploy strategically 5) Assess 6) Build & sustain
correct stock of knowledge to create value 7) Divest
Fig. 2-4
Consists of the process of knowledge production and knowledge
McElroy KM Cycle integration, with a series of feedback loops to organizational memory, 1) Knowledge production
Fig. 2-5 beliefs, and claims and the business-processing environment. It provides 2) Organizational Knowledge
a description of how knowledge is evaluated and shows conscious decision 3) Knowledge Integration
as to whether knowledge will be integrated into organizational memory
Focuses on 3 conditions that need to be present for an organization to 1) Building knowledge
Wiig KM Cycle conduct business successfully: it must have a business (products/services) 2) Holding knowledge
Fig.2-10 and customers; it must have resources (people, capital & facilities) and it 3) Pooling knowledge
must have the ability to act 4) Applying knowledge
1) Knowledge capture &/or creation
An Integrated KM Cycle The integrated cycle subsumes most of the steps involved in the previous 2)Knowledge sharing & dissemination
Fig. 4-1 4 KM cycles. (Breaks all of the other cycle‟s steps into 3 general steps.) 3)Knowledge acquisition & application

4. Chapter 3: Knowledge Management Models
Name Year Key Concepts Characteristics Knowledge
Individual Group Enablers Inhibitors
Von Krough and 1995 Connectionist approach – Information from Knowledge Familiarity, mind set of
Roos there can be no knowledge environment & emergent practice, mutual individuals,
without a knower generated phenomenon from trust and respect, communication,
internally social interaction org structure,
relationships
Nonaka and 1995 Converting tacit to explicit Knowledge Externalization “Brainstorming Poor models, not
Takeuchi knowledge and vice versa creation; and Combination camps”; using metaphors
Knowledge Spiral Socialization & “Knowledge and analogies
Fig 3-2 Internalization Journalists”
Choo Sense- 1998 Sensemaking, decision Selection and Enactment Loosely coupled Tightly coupled
making making retention
Fig 3-3
Wiig Building and 1993 Semantic networks; Personal Public and Shared Well mapped Poor knowledge
Using Knowledge Degrees of Internalization, knowledge knowledge semantic sharing attitudes
Table 3-2 Hierarchy of knowledge networks
Fig 3-3
Boisot I Space 1998 Information Good; Social Abstraction Codification Prior knowledge Different coding
Fig 3-10 Learning Cycle Diffusion schemes
Intelligent 1981, Biologically based - Decision maker, Cooperation Sense of Unity Managerial
Complex Adaptive 2004 symbiosis action taker Collaboration and Purpose Decree
System
Fig 3-11

5. Chapter 4: Knowledge Capture & Codification
Tacit knowledge Capture
 Tacit Knowledge Capture at Individual & Group
Levels
 Tacit Knowledge Capture at the Organizational Level
Explicit Knowledge Codification
 Concept Maps

6. Chapter 5 – Knowledge Sharing and
Communities of Practice
 Not finding information costly
 Communities of practice
 Company‟s technological resources for workers with common
interest –(Fig. 5-6)
 Tools
 Social Network Analysis – mapping out how workers get
information (Fig. 5-3)
 Community Yellow Pages - expertise location system
 Undernets

7. Chapter 6: Knowledge Application at the
Knowledge Individual Level
Application • Characteristics of Individual Knowledge
Workers
• Blooms Taxonomy of Learning
Objectives
• Task Analysis – EPSS
Knowledge Application at the Group &
Organizational Level
• Knowledge Reuse
• Knowledge Repositories

8. Chapter 7:  Definition of organizational
culture
The Role of
Organizational  Not consciously created
Culture  Cultural diagnosis
 KM success
depends on:
TRUST
SHARING
LEADERS

9. Chapter 8: Knowledge Management Tools
Knowledge Capture & Creation Tools
 Data mining & knowledge discovery, Blogs, Content
management tools
Knowledge Sharing & Dissemination Tools
 Groupware & collaboration tools, Wikis, Networking
technologies
Knowledge Acquisition & Application Tools
 Intelligent filtering tools, Adaptive
technologies

10. Chapter 9: KM Strategy & Metrics
 KM Strategy
 Knowledge Audit
 Gap Analysis
 Strategy Road Map
 Corporate Amnesia
 Balancing innovation and structure
 KM Metrics
 Benchmarking
 Balanced Scorecard
 House of Quality

11. Chapter 10: The KM Team
 KM Skills
 Major Categories of KM Roles
- Senior Management Roles
 KM Roles and Responsibilities
within Organizations
 The KM Profession

12. Chapter 11: Future Challenges of KM
 No all inclusive vendor solutions
 Information Politics
 Incentives
 Knowledge Based Assets
 The social nature of KM

13. Additional Websites and Sources
http://kimizdalkir.com , http://www.mcgill.ca/sis/people/faculty/dalkir/– the author & her work
http://www.teamware.com - Groupware and collaboration tools
http://en.wikipedia.org/wiki/Wiki - example of a wiki
http://www.tfpl.com – is a specialist recruitment, advisory, training and research services company
http://www.tfpl.com/resources/skills_map.cfm
http://www.tfpl.com/skills_development/skills_toolkit.cfm
www.kmci.org – certificate in knowledge and information management
http://www.iep.edu/e/ethics.htm - internet encyclopedia of philosophy (on ethics)
http://www.dkms.com/papers/Doing_KM.pdf - Doing Knowledge Management by Firestone & McElroy
http://www.orgnet.com – Social Networking Analysis company (though none are very good Dr Dalkir
states)
http://www.kmworld.com/ - “Covering the latest in Content, Document and Knowledge Management”
VERY comprehensive – publishers of KMWorld magazine – completely digital and accessible!
http://www.sopheon.com/HOME.aspx - KM company with white papers, newsletter, KM products
(specifically yellow pages)
http://www.knowledgeshop.com.au/Home/ - the advisor's advisor
http://www.iasplus.com/standard/ias38.htm - intangible assets standard
http://www.apqc.org/ - American Productivity and Quality Center – pioneer of benchmarking
http://www.qpr.com/solutions/balanced-scorecard-solution.htm - balanced scorecard product
http://www.qfdi.org/ - Quality Function Deployment Institute “the only comprehensive quality system
aimed specifically satisfying the customer”
http://www.best-in-class.com/Database - measurement success stories

14. Points for Discussion
 Tacit knowledge transfer vs. real work
 Physical layout of the workspace – planning for
socialization
 Knowledge hoarding – what to do?
 Crafting ideal incentives