knowledge management

2. Knowledge Management Cycle
Knowledge management is efficient handling of information
and resources within a commercial organization.
It is the process by which an enterprise gathers, organizes,
shares and analyzes its knowledge in a way that is easily
accessible to employees.

3. Cont…
Knowledge management cycle is a process of transforming
information into knowledge within an organization.
It explains how knowledge is captured, processed, and
distributed in an organization.

4. The Zack KM Cycle
 The Zack model is extracted from work on the design and
development of information products.
 This model proposes that research and development about the
design of physical information products can be extended into
the intellectual realm to serve as the basis for a KM cycle.
 This approach suggests the following as main steps:
 A product platform (knowledge repository)
 The information process platform (knowledge refinery)
 This model suggests that the KM cycle consists primarily of
creating a higher value-added knowledge product at each stage
of knowledge processing.

5. Cont…
Main Components of the Zack Model
KM cycle process are composed of technologies, facilities, and
processes for products and services.
Information products are best viewed as a repository
comprising information content and structure.
Information products focus on document management systems
while KM cycles can easily identify, extract, and manage a
number of different knowledge items.
 some times referred to as a learning object or a knowledge object

6. Cont…

7. Cont…
 Meyer and Zack analyzed the major developmental stages of a
knowledge repository and mapped to the stages of a KM cycle.
 These include the following:
acquisition
Refinement
storage/retrieval
distribution and presentation/use.
This cycle is also known as the “refinery.”

8. Cont…
Acquisition of Data or Information
 Acquisition deals with issues regarding origin of raw materials
such as scope, breadth, depth, credibility, accuracy, timeliness,
relevance, cost, control, and exclusivity.
Refinement
 Refining defines cleaning up (like sanitizing content so as to
ensure complete anonymity of sources and key players
involved) or
 standardizing (like conforming to templates of a best practice
or lessons learned as used within that particular organization).

9. Cont…
Storage / Retrieval
 Storage or Retrieval forms a bridge between the upstream
addition and refinement stages that feed the repository and
downstream stages of product generation.
Distribution
 Distribution defines how the product is to be delivered to the
end-user (like fax, print, email).
Presentation
 The performance of each of the preceding value-added steps is
evaluated here

10. The Wiig KM Cycle
 Wiig’s KM cycle addresses how knowledge is built and
used as individuals or as organizations.
 WIIG marks the major purpose of KM as an effort “to make
the organization intelligent-acting by facilitating the creation,
accumulation, deployment and use of quality knowledge.”
 This model focuses on the three conditions that need to be
present for an organization to conduct its business successfully:
 A business (products/services) and customers
 Resources (people, capitals, and facilities)
 The ability to act

11. Cont…
 There are four major steps in this cycle

12. Cont..
Building knowledge refers to activities ranging from market
research to focus groups, surveys, competitive intelligence, and
data mining applications.
 From external and internal knowledge sources
Holding knowledge − Storing the information in a particular
form.
Pooling knowledge − Through intranets and knowledge
management portals.
Applying knowledge − In the context of work embedded in
process.

13. The McElroy KM Cycle
 This model describes a knowledge life cycle that consists of the
processes of knowledge production and knowledge integration
with a series of feedback loops.
 McElroy emphasizes that organizational knowledge is held
both subjectively in the minds of individuals and groups
and objectively in explicit forms.

14. Cont…
 In knowledge production the key processes are:

15. Cont…
 Individual and group learning represents the first step in
organizational learning. Knowledge is information until it is
validated.
 Knowledge claim validation involves codification at an
organizational level.
 Information acquisition is the process by which an
organization deliberately or serendipitously acquires
knowledge claims or information produced by others,
usually external to the organization.

16. Cont…
 Knowledge claim evaluation is the process by which
knowledge claims are evaluated to determine their veracity and
value.
 A formalized procedure is essential for the receipt and
codification of individual and group innovations.
 Knowledge claims are evaluated to determine their veracity
and value-greater value than existing knowledge.

17. An Integrated KM cycle
 Review of the various approaches to KM cycles help
distill an integrated model with three model stages:
 Knowledge capture and/or creation
 Knowledge sharing and dissemination
 Knowledge acquisition and application

18. Cont…

19. Cont…
 Knowledge Capture states the identification and frequent
codification of existing (usually previously unnoticed)
internal knowledge and know-how within the organization
and/or external knowledge from the environment.
 Knowledge Creation is the advancement of new
knowledge and know-how innovations that did not have a
previous existence within the organization.

20.  Contextualization also indicates identifying the key
elements of the content in order to better match to a variety of
users.
 Finally, contextualization succeeds to when the new content is
firmly, precisely yet seamlessly, embedded in the business
processes of the enterprise.
 In the transition from capture to sharing, contents are assessed
and contextualized in order to be understood (acquisition) and
used (application).

21. Knowledge sharing communities
 Knowledge sharing is a part of the knowledge management
process, where information has been collected and put into
context to make more sense.
 Knowledge sharing is an activity through which knowledge
(namely, information, skills, or expertise) is exchanged among
people, friends, peers, families, communities (for example,
Wikipedia), or within or between organizations.

22. Cont…
 Knowledge Management in Practice is a resource on how
knowledge management (KM) is implemented.
 Communities are especially identified as effective
environments for the sharing of implicit knowledge.

23. Types of communities
 A community of practice (CoP) is a group of people who share
a common concern, a set of problems, or an interest in a topic
and who come together to fulfill both individual and group
goals.
 Communities of practice often focus on sharing best practices
and creating new knowledge to advance a domain of
professional practice. Interaction on an ongoing basis is an
important part of this.

24. Characteristics of a community of
practice
 There are three characteristics of a community of practice:
Domain: Community members have a shared domain of interest,
competence and commitment that distinguishes them from others.
Community: Members pursue this interest through joint
activities, discussions, problem-solving opportunities,
information sharing and relationship building.
Practice: Community members are actual practitioners in this
domain of interest, and build a shared repertoire of resources and
ideas that they take back to their practice.

25. Types of communities of practice
• Communities of a practices are a group of people who share a
concern or a passion for something they do and learn how to do
it better as they interact regularly.
• Communities of Practice have a rich and formal set of
activities, governance, and structure, and are based on common
roles or specialties, typically work-related.
• The design of the community will look different depending on
the purpose and needs of the participants.

26. Cont…
 There are four basic types of communities:
Helping Communities
Best Practice Communities
Knowledge Stewarding Communities
Innovation Communities

27. Cont…
Helping Communities
 provide a forum for community members to help each
other with everyday work needs.
Best Practice Communities
 develop and disseminate best practices, guidelines, and
strategies for their members’ use.

28. Cont…
Knowledge Stewarding Communities
 organize, manage, and steward a body of knowledge from
which community members can draw.
Innovation Communities
 create breakthrough ideas, new knowledge, and new
practices.

29. Why communities of practice are
important
Communities of practice provide five critical functions. They:
 Educate by collecting and sharing information related to
questions and issues of practice
 Support by organizing interactions and collaboration among
members
 Cultivate by assisting groups to start and sustain their learning
 Encourage by promoting the work of members through
discussion and sharing
 Integrate by encouraging members to use their new knowledge
for real change in their own work.

30. Strategic implication of knowledge sharing
Communities
Knowledge resides in communities in the form of social
capital and is transferred as shared expertise
Need a shared background and shared language
Also need technology mediation

31. Cont…
Benefits of community structure
Helps retain employees
Enhances members' ability to share and learn
Welcomes new members into the organisation and helps
them plug in quickly

32. Cont…
Benefits of using networks to share knowledge
The network has a greater reach
Knowledge can be exchanged faster
The content is not just conveyed but also vouched for

33. Cont…
Strategic Benefits of Knowledge Sharing
Connect professionals across platforms and distances
Standardize professional practices
Avoid mistakes
Leverage best practices
Reduce time to access talent
Build reputation
Take on stewardship for strategic capabilities