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Pages:
5 pages/≈1375 words
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APA
Subject:
Management
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Essay
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English (U.S.)
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Topic:

Karl Wiig’s Knowledge Management Model and the Variants of Tacit Knowledge

Essay Instructions:

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Course Learning Outcomes-Covered

L.O 1.3: Define the different Knowledge types and explain how they are addressed by knowledge management in different business environments.

L.O 2.1: Demonstrate effective knowledge management skills to utilize knowledge management tools for the benefits of the organization.

L.O 2.2: Identify and analyze role of communities of practice in knowledge management and the challenges and issues pertaining to community of practice.

The focus of the assignment is to evaluate the understanding level of students related to communities of Practice, learning organization, and various techniques used to capture tacit and explicit knowledge.

Assignment Questions

 Q.1:

  1. A.    Explain in detail the Wiig’s Knowledge management model. How is the Wiig KM model related to the Nonaka and Takeuchi model? In what important ways do they differ?    400-500 words.
  2. B.     How do public, private, and shared knowledge differ? What are the implications of managing these different types of knowledge according to the Wiig KM model? Also discuss the four types of knowledge defined by K. Wiig in his Knowledge management model.     250 – 350 Words.

Q.2:

  1. A.    Explain in detail various “Tacit Knowledge” capturing methods used by the organizations.  250 – 350 Words.
  2. B.    Discuss the Strategic Implications of Knowledge Capture and Codification. 150-250 Words.
  3. C.    Discuss the role of communities of practice in knowledge management? How can organizations cultivate communities of practice? 300 – 400 words.

Note: Each part in Q1 and Q2 must be at-least supported by two peer reviewed journal references.

Essay Sample Content Preview:

Mgt 403 - Assignment 2
Author’s Name
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Mgt 403 - Assignment 2
Response to Question 1
A. Wiig KM Model
Karl Wiig proposed a systematic knowledge management (KM) model for integrating value in organizations and people. Wiig’s model focuses more on production, processing, and quality of knowledge. Compared to other theories, the model fits the modern era dynamics in the organizations since Wiig emphasizes quality, building, pooling, and application based on the shifting environments. Wiig ensures that people and organizations use tacit knowledge in the initial phase to utilize core competencies at the optimum level. Organizations must synergize their competencies and extract reliable results before making a strategic decision (Paolino, Lizcano, Lopez & Lloret, 2019). Wiig’s KM model is the most applicable in organizations today.
In most instances, Wiig’s KM model is compared with Nonaka and Takeuchi’s KM framework. The fundamental similarity is the use of tacit knowledge in the initial phases. Nonaka and Takeuchi’s KM framework states that organizations must share knowledge through socialization. People must learn from the environment to identify and embrace tacit knowledge before externalizing it in the later operational life cycle (Abraham, 2021). On the contrary, Wiig also emphasizes the value of tacit knowledge in organizations. Wiig argues that decisions should be based on the tacit knowledge shared in the workplace environment to create value (Paolino et al., 2019).
The second similarity is found in the communication of knowledge in the initial phases. Wiig claims that businesses must form a knowledge-sharing network to distribute tacit and explicit information by creating value in the long run (Paolino et al., 2019). On the contrary, Nonaka and Takeuchi’s KM framework indicates that socialization must initiate knowledge-sharing culture within the organizations to empower talents with tacit knowledge. The tacit knowledge would become the source of explicit knowledge conversion in the subsequent phases of the organization (Abraham, 2021).
However, the two models are different in value creation and conversion aspects. While Wiig is more inclined to generate the long-term value of knowledge for organizations and people to remain competitive with the business environment’s paradigm shifts, Nonaka and Takeuchi’s KM framework focuses more on knowledge conversion (Paolino et al., 2019). Nonaka and Takeuchi’s KM framework identifies direct and indirect approaches to convert knowledge from tacit to explicit and vice-versa based on the environmental requirements. The model argues that knowledge conversion would assist organizations to keep core competencies agile while overcoming barriers in the business environment (Abraham, 2021). Hence, the Wiig model is relevant to Nonaka and Takeuchi’s KM framework.
B. Differences in Shared Knowledge
Wiig shares four types of knowledge sharing practices in the model, namely
Factual
Factual knowledge is generic or semantic in nature. Individuals receive universally accepted information in public, private,...
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