KM - Midterm Module 4

KNOWLEDGE
MANAGEMENT
MIDTERM MODULE 4
Prepared by: Ms. Sofia Marie Guintu

Learning OBJECTIVES
At the end of this module, students should be able to:
01 02
Familiarize
themselves with
Delineate the
the different
different
scholars who
models of
advocated the
knowledge
different models
management.
of knowledge
management; and
MODULE 4 KNOWLEDGE MANAGEMENT MODELS
In 1597, Francis Bacon wrote, “Knowledge is power”
Knowledge Management Models (KMM) is capturing in an

organized and structured lens the processes of KM used by an
organization, industry, or any firms to investigate its properties
and tailoring it to their specific needs.
Lesson 1. Nonaka and Takeuchi (1995) SECI Knowledge Management
Model
Model
Nonaka and Takeuchi (1995) have developed the knowledge spiral model
in 1995 to show the interaction between tacit and explicit knowledge in
an organization.
Socialization, Externalization, Combination and Internalization (SECI).
They have given four knowledge conversion techniques as:

i) socialization (tacit to tacit),
ii) externalization (tacit to explicit),
iii) combination (explicit to explicit), and
iv) internalization (explicit to tacit)
Model
Model
There are four different modes of knowledge conversion in

the Nonaka and Takeuchi model of knowledge conversion.
These are:
1. Socialization (tacit to tacit)
2. Externalization (tacit to explicit)
3. Combination (explicit to explicit)
4. Internalization (explicit to tacit)
Model
Socialization (tacit to tacit)

the technique of sharing tacit knowledge through observation,
imitation, practice, and participation in formal and informal
communities and groups.
This process is basically preempted by the creation of a

physical or virtual space where a given community can interact
on a social level.
Model
Socialization (tacit to tacit) Example

The team members gather for a brainstorming session to
generate ideas for the campaign. During this session, they
engage in open discussions, share personal experiences, and
express their opinions about target demographics, market
trends, and creative concepts. As they communicate face-to-
face, they exchange tacit knowledge about consumer behavior,
effective messaging strategies, and design aesthetics.
Model
Externalization (tacit to explicit)

technique of expressing tacit knowledge into explicit
concepts.
this process is the key to knowledge sharing and creation.
The explicit form is also derived from drawings, models, words,

concepts or metaphors that can be used by experts to
articulate tacit knowledge.
Model
Externalization (tacit to explicit) Example

In the brainstorming session, the team uses visual aids such as
whiteboards, sketches, and multimedia presentations to
externalize their ideas. They articulate their tacit knowledge
into explicit forms by documenting key insights, outlining
campaign objectives, and visualizing creative concepts. Through
this process, they transform individual thoughts and
experiences into shared representations that can be easily
understood and further developed.
Model
Combination (explicit to explicit)

Technique of integrating concepts into a knowledge system.
Some examples or cases would be a synthesis in the form of a
review report, a trend analysis, a brief executive summary, or a
new database to organize content. This is the most familiar
process
The combination of existent information can be facilitated by
the selection, adding, grading, and categorization of explicit
knowledge.
Model
Combination (explicit to explicit)

There are three basic phases to this pattern:
i) capturing knowledge from inside and outside the organization and
internalizing it
ii) disseminating the explicit knowledge through networks and
systems, and
iii) processing the explicit knowledge into a more usable format like
documents, plans, and reports
Model
Combination (explicit to explicit) Example

After the brainstorming session, the team members gather the
documented ideas, research findings, and creative concepts into a
comprehensive campaign proposal. They integrate diverse
perspectives, refine the messaging, and align the visual elements to
create a cohesive plan. Through collaborative discussions and
iterative revisions, they combine explicit knowledge from various
sources to develop a unified strategy for the advertising campaign.
Model
Internalization (explicit to tacit)

This technique of embodying explicit knowledge into tacit knowledge.
Conversion of this process is more difficult. In this process learning by

doing, training and exercises allow the individuals to access the
knowledge domain of interest from the group and the organization.
It is very important in building, understanding and developing a learning

culture. Individuals read, blend, and conceptualize their findings to
create new insights, concepts and methods.
Model
Internalization (explicit to tacit) Example

Once the campaign proposal is finalized, each team member internalizes
the collective knowledge gained throughout the process. They absorb
the insights, methodologies, and best practices shared during the
brainstorming sessions and strategy meetings. As they immerse
themselves in executing their respective tasks—whether it's designing
visuals, writing copy, or analyzing campaign performance—they apply
the tacit and explicit knowledge acquired from their interactions with
colleagues.
Lesson 2. Choo Sense-Making Knowledge Management Model
The Choo Sense-Making KM Model (1998) Created by

Chun Wei Choo stresses on the following:
Sense Making
Knowledge Creation
Decision making skills
The Choo KMM focuses on how information elements are

selected and subsequently fed into organizational
actions.
Organizational action results from the concentration and
absorption of information from the external environment
into each successive cycle.
Sense Making
The goal is to help organizations thrive in a changing world
by gathering and understanding information about
customers, suppliers, competitors, and the overall
environment.
This involves keeping an eye on trends and changes, so they

can adapt and succeed over time.
Knowledge Creation
It is a process that allows a company to create or acquire,
organize and process information in order to generate new
knowledge through organizational learning.
The knowledge gained helps the company to develop new skills,

products, and services, improve existing ones, and redesign
organizational processes.
Knowledge Creation
Transformation of personal knowledge between individuals

through dialogue, discourse, sharing, and storytelling.
The creation of new knowledge involves the conversion,

sharing, and combination of tacit, explicit and cultural
knowledge.
Decision Making
Used to identify and evaluate alternatives by processing the

information and knowledge collected.
Every organization must choose the best option it has which is

reasonable and beneficial for the organization
Decision Making
Many suggestions can be made upon the decision making theory. Choo (1998) provides
a few of them
i) the decision making process is driven by the search for alternatives that are
satisfactory, rather than seeking for the optimal solution
ii) the choice of one single alternative means the leave of the others, and
iii) a completely rational decision would require information beyond the capability of the
organization to collect, and information processing beyond the human capacity to
perform.
Example:
A small clothing store noticing a decline in sales for a particular
product line, such as women's dresses
Sense Making
You collected the sales data for the past few months, customer
feedback, and observations from staff.
Knowledge Creation
You brainstorm ideas such as offering promotions on dresses,
updating the inventory with trendier styles, or reorganizing the store
layout to feature dresses more prominently.
Decision Making
You evaluate each potential strategy based on factors such as cost,
feasibility, and potential impact on sales.
Lesson 3. WIIG MODEL
Karl M. Wiig is one of the pioneers in the field of KM and was among the
first to publish a series of texts that assembled management relevant
concepts.
His KM cycle addresses how knowledge is built and used as individuals or as

organizations.
Addresses the organization as a whole and includes business areas that

are commonly found in most organizations.
used in problem solving and decision making, and manifested cognitively

as well as in culture, technology and procedures
Karl Wiig KM model (1993) marks the basic principle which says, in order for
knowledge to be useful and valuable, it must be organized and synchronized
1. Completeness
how much relevant knowledge is available from a given source
Sources vary from human minds to knowledge
The knowledge is complete if all the information available on the
subject is there, but if no one knows of its existence, they cannot
make use of this knowledge
2. Connectedness
well-understood and well-defined relations between the different
knowledge objects.
knowledge objects are connected to each other the more
connected a knowledge base is then the more consistent the
content and the greater its value
3. Congruency
A knowledge base congruent when all the facts, concepts,
perspectives, values, judgments, and relational links and
connections between the objects are consistent
4. Perspective and Purpose

It is a technique through which we know something but from a
particular point of view for a specific purpose.
We organize much of our knowledge applying to the dual
dimensions of perspective and purpose
Karl Wiig Knowledge Management Model (1993)

Wiig (1993) identifies the major purpose of KM as an effort “To make the
enterprise intelligent-acting by facilitating the creation, commutation,
deployment and use of quality knowledge.”
He proposed an organizational KM cycle of four consecutive stages as:
i) building
ii) holding
iii) pooling
iv) using knowledge
1. Building knowledge
It consists of obtaining, analyzing, reconstructing, synthesizing,
organizing, codifying and modeling knowledge.
> Obtaining knowledge

a. Individual innovations, experimentation, reason with existing knowledge,
hiring new people,
b. import knowledge from outside sources, and
c. observation of the real world (site/field visits, etc.).
> Analyze knowledge indicates;
i) extract potential knowledge from obtained material,

ii) abstract extracted materials,
iii) identify patterns extracted,
iv) explain relations between knowledge fragments, and
v) verify that extracted materials kept their original meetings.
Knowledge is organized for specific uses and according to an established

organizational framework such as, standards and categories.
> Reconstruct and synthesize knowledge
i) generalize analyzed material to obtain broader principles,
ii) generate hypotheses to explain observations,
iii) establish conformance between new and existing knowledge, and
iv) update the total knowledge pool by incorporating the new knowledge
> Codify and manage knowledge indicates;
i) how we represent knowledge in our minds
ii) how we assemble the knowledge into a coherent model
iii) how we document the knowledge in books and manuals
iv) how we encode it in order to post it to a knowledge repository.
At this point knowledge is acquired and built from various sources

2. Holding knowledge
remembering, accumulating and embedding knowledge in storehouse as
documents which are gained as research reports, practical tips, case studies
Remembering is the individual has retained the item of knowledge.

Accumulating is the creating a computer-resident knowledge base and
encoding knowledge so it can be stored in organizational memory
Embedding is the ensuring knowledge and is a part of business procedures
Archiving is the systematically retiring outdated, false, irrelevant knowledge
from the active repository.
3. Pooling knowledge
It consists of coordinating, assembling, and accessing and retrieving knowledge
Coordinating is formed collaborative teams to work with particular content

to create a ‘who knows what’ network.
Assembling is the gather knowledge sources into a background library or
repository to make later access/retrieval easier
Access and retrieval can get knowledge from the repository or through
consultation with knowledgeable people about difficult problems, obtaining a
second opinion from an expert, or discussing a difficult case with a peer.
4. Using knowledge
using practical knowledge such as, routine tasks, productions and services
mostly in any kind of decision-making within an organization
Routine tasks typically use compiled knowledge that we use almost

unconsciously or automatically.
The services include using knowledge to identifying problems and their
potential consequences
choosing knowledge suitable for solving these problems, searching for
alternative solutions, assessing the advantages and disadvantages of those
solutions, and planning and implementing selected solutions

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KNOWLEDGE

Prepared by: Ms. Sofia Marie Guintu

In 1597, Francis Bacon wrote, “Knowledge is power”

Knowledge Management Models (KMM) is capturing in an

Socialization, Externalization, Combination and Internalization (SECI).

They have given four knowledge conversion techniques as:

There are four different modes of knowledge conversion in

Socialization (tacit to tacit)

This process is basically preempted by the creation of a

Socialization (tacit to tacit) Example

Externalization (tacit to explicit)

this process is the key to knowledge sharing and creation.

The explicit form is also derived from drawings, models, words,

Externalization (tacit to explicit) Example

Combination (explicit to explicit)

Combination (explicit to explicit)

Combination (explicit to explicit) Example

Internalization (explicit to tacit)

Conversion of this process is more difficult. In this process learning by

It is very important in building, understanding and developing a learning

Internalization (explicit to tacit) Example

The Choo Sense-Making KM Model (1998) Created by

The Choo KMM focuses on how information elements are

This involves keeping an eye on trends and changes, so they

The knowledge gained helps the company to develop new skills,

Transformation of personal knowledge between individuals

The creation of new knowledge involves the conversion,

Used to identify and evaluate alternatives by processing the

Every organization must choose the best option it has which is

His KM cycle addresses how knowledge is built and used as individuals or as

Addresses the organization as a whole and includes business areas that

used in problem solving and decision making, and manifested cognitively

4. Perspective and Purpose

Karl Wiig Knowledge Management Model (1993)

He proposed an organizational KM cycle of four consecutive stages as:

> Obtaining knowledge

> Analyze knowledge indicates;

i) extract potential knowledge from obtained material,

Knowledge is organized for specific uses and according to an established

> Reconstruct and synthesize knowledge

i) generalize analyzed material to obtain broader principles,

ii) generate hypotheses to explain observations,

iii) establish conformance between new and existing knowledge, and

> Codify and manage knowledge indicates;

i) how we represent knowledge in our minds

ii) how we assemble the knowledge into a coherent model

iii) how we document the knowledge in books and manuals

iv) how we encode it in order to post it to a knowledge repository.

At this point knowledge is acquired and built from various sources

Remembering is the individual has retained the item of knowledge.

Coordinating is formed collaborative teams to work with particular content

Routine tasks typically use compiled knowledge that we use almost

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