Knowledge managment process

Given the different nature of explicit and tacit knowledge, the knowledge management process varies for the two types of knowledge (see Figure 1).  

Figure 1: Explicit and tacit knowledge management processes (Ingi Runar Edvardsson, 2004).

 

The solid arrows in Figure 1 show the primary flow direction, while the broken arrows show the more recursive flows. The recursive arrows show that KM is not a simple sequential process. Thus it is likely that in the distribution phase some problems in the packaging stage might be discovered, leading to changes in the packaging of knowledge. Probably no company starts at square one, as it already has knowledge that is waiting to be distributed and used.In the explicit knowledge management process, knowledge creation relates to innovative ideas regarding products, processes or organisation, while capturing or documenting knowledge can occur in at least four ways: (1) it can be a passive by-product of the work process of virtual teams or communities of practices, who automatically generate archives of their informal electronic communications which can be searched later; (2) it can occur within a structure such as that provided by facilitators using brainstorming techniques, and perhaps mediated by the use of electronic meeting systems; (3) documenting can involve creating structured records as part of a deliberate, before-the-fact knowledge re-use strategy; and (4) it can involve a deliberate, after-the-fact strategy for later re-use, such as learning histories, expert help files or the creation of a data warehouse. Packaging knowledge is the process of culling, cleaning and polishing, structuring, formatting or indexing documents against a classification scheme. Knowledge distribution can be as passive as sending mass mail, newsletters, or establishing a notice board. An active distribution of knowledge involves After Action Reviews, selective knowledge pushing and specialised conferences. In the end, using knowledge refers to the reuse of existing knowledge to produce commercial value for the customer, primarily by lowering costs and increasing efficiency and reliability (Markus, 2001; McAdam and Reid, 2001; Swan, 2003).

The tacit knowledge management process has fewer parts than the explicit one, and, although the knowledge creation process is similar in both cases, the main difference lies in the distribution of knowledge. Distribution of tacit knowledge has been most successfully achieved through apprenticeship, the communities of practices, dialogue, meetings, informal talks, conferences, and lectures and through mentors. The use of knowledge is first and foremost to create new knowledge, which provides innovation and new ideas to customers, and can mean an increased autonomy and the intrinsic benefit of improved learning for employees (McAdam and Reid, 2001; Swan, 2003).