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92 Chapter 3

Strategic Implications of KM Models

Models help us to put the disparate pieces of a puzzle together in a way that leads to
a deeper understanding of both the pieces and the ensemble that they make up.
Models supplement the concept analysis approach outlined in the fi rst chapter in
order to take our understanding to a deeper level. KM models are still fairly new to
the practice or business of knowledge management, and yet they represent the way
forward. A coherent model of knowledge-driven processes is crucial in order for stra-
tegic business goals to be successfully albeit partially addressed by KM initiatives. KM
is not a silver bullet and it will not solve all organizational problems. Those areas of
knowledge-intensive work and intellectual capital development that are amenable to
KM processes, on the other hand, require a solid foundation of understanding what
KM is, what the key KM cycle processes are, and how these fi t in to a model that
enables us to interpret, to establish cause and effect, and to successfully implement
knowledge management solutions.

Practical Implications of KM Models

For many years now, KM practitioners have been practicing “ KM on the fl y. ” Many
valuable empirical lessons and best practices have been garnered through experience
with many diverse organizations. However, KM needs to be grounded in more robust,
sound theoretical foundations — something more than “ it worked well last time, so
. . . ” The key role played by KM models is to ensure a certain level of completeness
or depth in the practice of KM: a means of ensuring that all critical factors have been
addressed. The second practical benefi t of a model-driven KM approach is that models
enable not only a better description of what is happening but they help provide a
better prescription for meeting organizational goals. KM models help to explain what
is happening now, and they provide us with a valid blueprint or road map to get
organizations to where they want to be with their knowledge management efforts. Lai
and Chu (2000) reviewed the infl uence that major KM models have had on KM prac-
tice and found that measurement was the most infl uential component. The next in
terms of level of infl uence were culture (including reward and motivation compo-
nents) followed by technology as a strong enabler of KM.