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3 Knowledge Management Models

Furious activity is no substitute for understanding.
— H. H. Williams (1858 – 1940)

A robust theoretical foundation is required as the basis of any knowledge management
initiative that is to succeed. The major KM activities described in the KM cycle in the
previous chapter must have a conceptual framework to operate within, otherwise the
activities will not be coordinated and will not produce the expected KM benefi ts. Eight
different knowledge management models are described in this chapter. The models
all present distinct perspectives on the key conceptual elements that form the infra-
structure of knowledge management. This chapter describes, compares, and contrasts
each in order to provide a sound understanding of the discipline of KM.

Learning Objectives

1. Understand the key tenets of the major knowledge management theoretical models
in use today.
2. Link the KM frameworks to key KM concepts and the major phases of the KM cycle.
3. Explain the complex adaptive system model of KM and how it addresses the subjec-
tive and dynamic nature of content to be managed.

Introduction

In an economy where the only certainty is uncertainty, the one sure source of lasting competi-
tive advantage is knowledge.
— I. Nonaka and Takeuchi (1995)