A Guiding Conceptual Framework for Individualized Knowledge Management Model Building
AbstractThis paper presents a conceptual framework for use, by organizational researchers, knowledge management practitioners and business analysts, as a guide to building Knowledge Management (KM) models. This is accomplished through a careful selection of ten prominent KM models which have been discussed critically and used to deepen the theoretical understanding of KM implementation and development. A critical review of ten KM models offers practitioners, as well as researchers, an examination of the ontological and epistemological backgrounds and origins of existing models’ in order to highlight the required components for composing effective KM models. There is limited research supporting the utilization, adaptation or even adoption of KM models that can assist managers seeking a competitive advantage through the implementation of KM processes. Authors of existing KM models claim to provide holistic KM models but when referring back to the central meaning of knowledge and management concepts those models do not generate a thorough coverage of the required characteristics and components. This paper has critically investigated ten widely acknowledged KM models but recognizes that there is a plethora of KM models emerging which have varied foci. The conceptual review of KM models is not an empirical investigation, moreover, a critical analysis that presents a conceptual framework for KM model building. In carrying out this research study, the paper presents the shortfalls of this theoretical research approach but nevertheless, the proposed conceptual framework is envisaged as having value to both practitioners and researchers. This paper sheds light on a series of concerns related to existing KM models, their origins, constructs, and contextualization. For organizational researchers, knowledge management practitioners and business analysts this research study elaborates on issues related to validity, applicability, and generalizability of KM models and defines a set of criteria for KM model building. The paper also impacts on the science of KM presenting perspectives, scope, and contexts in which knowledge is processed.
Alavi, M., and Leidner, D.E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues, MIS Quarterly, 25(1), 107-136.
Barão, A., de Vasconcelos, J.B., Rocha, Á., and Pereira, R. (2017). A knowledge management approach to capture organizational learning networks. International Journal of Information Management, 37(6), 735-740.
Barley, W.C., Treem, J.W., and Kuhn, T. (2018). Valuing multiple trajectories of knowledge: A critical review and agenda for knowledge management research. Academy of Management Annals, 12(1), 278-317.
Boisot, M. (1998). Knowledge assets, Oxford: Oxford University Press.
Booker, L.D., Bontis, N., and Serenko, A. (2008). The relevance of knowledge management and intellectual capital research. Knowledge and Process Management, 15(4), 235-246.
Bratianu, C. (2013). The triple helix of the organizational knowledge. Management Dynamics in the Knowledge Economy, 1(2), 207-220.
Bratianu, C. (2016). Knowledge dynamics. Management Dynamics in the Knowledge Economy, 4(3), 323-337.
Bratianu, C. (2018). A holistic view of the organizational knowledge dynamics. Holistica Journal of Business and Public Administration, 9(2), 7-22.
Cerroni, A. (2018). Steps towards a theory of the knowledge-society. Social Science Information, 57(2), 322-343.
Choo, C.W. (1998). The knowing organization. Oxford: Oxford University Press.
Choo, C.W. (2006). The knowing organization: How organizations use information to construct meaning, create knowledge, and make decisions. Oxford: Oxford University Press.
Choo, C.W., and Alvarenga Neto, R. (2010). Beyond the BA: managing enabling contexts in knowledge organizations, Journal of Knowledge Management, 14(4), 592-610.
Choo, C.W., and Bontin, N. (2002). The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford: Oxford University Press.
Dalkir, K. (2013). Knowledge management in theory and practice. London: Routledge.
Davenport, T., De Long, D., and Beer, M.C. (1998). Successful knowledge management projects. Sloan Management Review, 39(2), 43-57.
Davenport, T.H., and Prusak, L. (2000). Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press.
Dayan, R., Heisig, P., and Matos, F. (2017). Knowledge management as a factor for the formulation and implementation of organization strategy. Journal of Knowledge Management, 21(2), 308-329.
Demarest, M. (1997). Understanding knowledge management, Long range planning, 30(3), 321-384.
Edvardsson, I.R., and Durst, S. (2014). Outsourcing of knowledge processes: a literature review. Journal of Knowledge Management, 18(4), 795-811.
Evans, M.M., and Ali, N. (2013). Bridging knowledge management life cycle theory and practice. In Green, A. (Ed.), Proceedings of the International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (pp.156-165). Reading: ACPI.
Frid, R.J. (2004). Frid framework for enterprise knowledge management, A common KM framework for the Government of Canada. Lincoln, NE: iUniverse.
Frost, A. (2014). A Synthesis of Knowledge Management Failure Factors. Retrieved on April1, 2014 from www.knowledge-management tools.net/A_Synthesis_of_Knowledge_Management_Failure_Factors.pd f.
Gourlay, S. (2006). Conceptualizing knowledge creation: a critique of Nonaka’s theory. Journal of Management Studies, 43(7), 1415-1436.
Graham, I.D., and Logan, J. (2004). Innovations in knowledge transfer and continuity of care. Canadian Journal of Nursing Research, 36(2), 89-103.
Graham, I.D., Logan, J., Harrison, M.B., Straus, S.E., Tetroe, J., and Caswell, W. (2006). Lost in knowledge translation: Time for a map?, The Journal of Continuing Education in the Health Professions, 26(1), 13-24.
Graham, K., and Logan, J. (2004). Using the Ottawa Model of Research Use to implement a skin care program. Journal of Nursing Care Quality, 19(1), 18-24.
Grant, R.M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109-122.
Hedlund, G., and Nonaka, I. (1991). Models of knowledge management in the West and Japan. In Lorange, P., Chakravarthy, B., and Roos, J. (Eds.), Implementing Strategic Process: Change, Learning and Cooperation (pp.117-144). Oxford: Basil Blackwell.
Hislop, D. (2013). Knowledge management in organizations: A critical introduction. Oxford: Oxford University Press.
Kogut, B., and Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(2), 383-397.
Kogut, B., and Zander, U. (1996). What firms do? Coordination, identity, and learning. Organization Science, 7(5), 502-518.
Massaro, M., Dumay, J., and Garlatti, A. (2015). Public sector knowledge management: A structured literature review. Journal of Knowledge Management, 19(3), 530-558.
Massaro, M., Pitts, M., Zanin, F., and Bardy, R. (2014). Knowledge Sharing, Control Mechanisms and Intellectual Liabilities in knowledge-intensive firms, Electronic Journal of Knowledge Management, 12(2), 117-127.
Massingham, P., and Massingham, R. (2014). An evaluation of knowledge management tools part 1: managing knowledge resources. Journal of Knowledge Management, 18(5), 1075-1100.
McAdam, R., and McCreedy, S. (1999). A critical review of knowledge management models. The learning organization, 6(3), 91-101.
Nafei, W. (2014). Knowledge Management and Organizational Learning from the Employee Perspectives: A Study from Saudi Arabia Context. Journal of Management and Strategy, 5(1), 73-87.
Nonaka, I., and Takeuchi, H. (1995). The knowledge-creating company: how Japanese companies create the dynamics of innovation. Oxford: Oxford University Press.
Parent, M.M., MacDonald, D., and Goulet, G. (2014). The theory and practice of knowledge management and transfer: The case of the Olympic Games. Sport Management Review, 17(2), 205-218.
Ragab, M.A.F., and Arisha, A. (2013). Knowledge management and measurement: a critical review. Journal of Knowledge Management, 17(6), 873-901.
Riege, A. (2005). Three-dozen knowledge-sharing barriers managers must consider. Journal of Knowledge Management, 9(3), 18-35.
Serenko, A., Bontis, N., Booker, L., Sadeddin, K., and Hardie, T. (2010). A scientometric analysis of knowledge management and intellectual capital academic literature (1994-2008). Journal of Knowledge Management, 14(1), 3-23.
Smallbone, D., Welter, F., Isakova, N., and Slonimski, A. (2001). The Contribution of Small and Medium Enterprises to Economic Development in Ukraine and Belarus: Some Policy Perspectives. Economic Policy in Transitional Economies Journal, 11(3), 253-273.
Stankosky, M.A., and Baldanza, C. (2001). A systems approach to engineering: a knowledge management system. In Barquin, R.C., Bennet, A., and Remez, S.G. (Eds.), Knowledge Management: The Catalyst of Electronic Government (pp.263-282). Virginia: Management Concept.
Suorsa, A.R. (2015). Knowledge creation and play - a phenomenological approach. Journal of Documentation, 71(3), 503-525.
Wiig, K.M. (1993). Knowledge management foundations: thinking about thinking. How people and organizations create, represent and use knowledge. Arlington: Schema Press.
Wiig, K.M. (1997). Knowledge management: where did it come from and where will it go?. Expert systems with applications, 13(1), 1-14.
Yin, R.K. (2010). Qualitative research from start to finish. New York: Guilford Press.
How to Cite
Under the Creative Commons Attribution-NonCommercial-NoDerivs license, the users are free to share (copy, distribute and transmit the contribution) with the condition to attribute the contribution in the manner specified by the author or licensor. They may not alter, transform, or build upon this work.