Page 220 - DCAP208_Management Support Systems

Unit 13: Knowledge Management

13.1.6 Knowledge Creation Notes

Knowledge creation is the key focus about creating new knowledge or innovating existing
knowledge for the organization. Nonaka and Takeuchi (1995) suggested a KM model in terms of
knowledge creation perspectives based on four kinds of process knowledge conversions. The
spiral – type conversions between explicit knowledge and tacit knowledge, i.e. the SECI model.

They are as follows:
From tacit knowledge to tacit knowledge (Socialization)
From tacit knowledge to explicit knowledge (Externalization)
From explicit knowledge to explicit knowledge (Combination)

From explicit knowledge to tacit knowledge (Internalization)

13.1.7 Knowledge Preservation

Competencies once acquired are not automatically available for all time. The selective retention
of information, documents and experience requires management. Organizations commonly
complain that recognition has cost them part of the memory.

!
Caution The processes for selecting, storing and regularly updating knowledge of potential
future value must be carefully structured.
Knowledge once acquired needs to be preserved. Storing or preserving is certainly not about
putting it somewhere and forgetting all about it. Unless knowledge is constantly updated and
kept relevant, it ceases to be knowledge. Obsolete knowledge can be most dangerous.

13.1.8 Knowledge Measurement

The next activity is knowledge measurement; this is to measure the impact and effects after
implementing knowledge management in an organization.

Example: Customer satisfaction, efficiency, productivity, quality, etc.
This must be developed to link actions to strategies, monitor changes in intellectual capital and
encourage value-creating work. Besides that, a comprehensive survey of the German TOP 1000
and European TOP 200 companies showed that KM helps to achieve the goals of a company. KM
can best be used to increase innovation ability, increase of product quality, reduction of goals,
increase of effectiveness and customer satisfaction.

13.1.9 Conceptual Framework for KM activities

The conceptual framework for KM activities is proposed in Figure 13.2.
Figure 13.2: Conceptual Framework for KM Activities

Source: http://www.ipcsit.com/vol36/004-ICIIM2012-M20038.pdf

LOVELY PROFESSIONAL UNIVERSITY 213