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38 Chapter 2

In order for the cycle to work as intended, front-end knowledge needs to be pro-
vided. This is typically in the form of rules on how to identify source information,
acquire it, refi ne it, and subsequently add it to the fi rm ’ s information repository. There
may also be a similar need at the fi nal stage, for rules on how content may be distrib-
uted and used, such as copyright, attribution, confi dentiality, and other restrictions
that may apply.
The repository and the refi nery together enable the management of valuable knowl-
edge of a fi rm. They need to in turn be supported by the fi rm ’ s core capabilities in
information technology, internal knowledge about their business, external knowledge
about current and emerging environments as well as how it organizes and manages
itself. The fl exibility with which the fi rm can create content-based products forms the
basis of the fi rm ’ s ability to realize market leverage from its information assets.
Although it is not explicitly described in the Meyer and Zack cycle, there is also a
notion of having to continually renew the repository and the refi nery in order to avoid
obsolescence. Renewal should be added to the cycle diagram in the form of a feedback
loop that involves rethinking the basic content and structure of the repository to
decide whether different, newer products or repackaging is required. This may mean
increasing the depth of an analysis, updating a report, greater integration, more
sophisticated cross-linking, or greater standardization of content.
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 primar-
ily from its comprehensive information-processing paradigm that is almost completely
adaptable to knowledge-based content. In particular, the notion of refi nement is a
crucial stage in the KM cycle and one that is often neglected.

The Bukowitz and Williams KM Cycle
Bukowitz and Williams (2000, 8) describe a knowledge management process
framework that outlines “ how organizations generate, maintain and deploy a strate-
gically correct stock of knowledge to create value. ” This framework is shown in
fi gure 2.4 .
In this framework, knowledge consists of knowledge repositories, relationships,
information technologies, communications infrastructures, functional skill sets,
process know-how, environmental responsiveness, organizational intelligence, and
external sources, among others. The “ get, ” “ learn, ” and “ contribute ” phases are tactical
in nature. They are triggered by market-driven opportunities or demands and typically
result in day-to-day use of knowledge to respond to these demands. The “ assess, ”
“ build/sustain, ” and “ divest ” stages are more strategic in nature, triggered by shifts in