- October 18, 2020
The major processes involved in knowledge management are; encompassing, capturing, creation, codification, sharing, accessing, applying, and reuse of knowledge within and between organizations.
Read Chapter Two – The following theories and models have been published on KM Cycles. Create a table on a word document and use your perception, what we learned in class today, what you believe KM encompasses or should encompass, and identify the significant components of each theory that adds value and does not add value to what KM should represent in 2020.
Below is an outline of the theories I want you to focus on, and what their theory tried to represent.
The Meyer and Zack model is one of the most complete
descriptions of the key elements involved in the knowledge
management model. Its strength derives primarily from its
comprehensive information-processing paradigm that is almost
completely adaptable to knowledge-based content. In particular, the
notion of refinement is a crucial stage in the KM cycle and one that
is often neglected.
The Bukowitz and Williams KM cycle introduces two new critical
phases: the learning of knowledge content and the decision as to
whether to maintain this knowledge or divest the organization of
this knowledge content. This KM cycle is more comprehensive than
the Meyer and Zack cycle as the notion of tacit as well as explicit
knowledge management has been incorporated.
One of the great strengths of the McElroy cycle is the clear
description of how knowledge is evaluated and how a conscious
decision is made as to whether or not it will be integrated into the
organizational memory. The validation of knowledge is a step that
clearly distinguishes knowledge management from document
management. The KM cycle does more than address the storage and
subsequent management of documents or knowledge that has been
warehoused as is. The KM cycle focuses on processes to identify
knowledge content that is of value to the organization and its
One of the major advantages of the Wiig approach to the KM cycle
is the clear and detailed description of how organizational memory
is put into use in order to generate value for individuals, groups,
and the organizational itself. The myriad ways in which knowledge
can be applied and used are linked to decision-making sequences
and individual characteristics. Wiig also emphasizes the role of
knowledge and skill, the business use of that knowledge, constraints
that may prevent that knowledge from being fully used,
opportunities and alternatives to managing that knowledge, and the
expected value added to the organization.
Evans, Dalkir, and Bidian KM Cycle (2104) leaves things open-ended……