The Theory Of Knowledge Management Models

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In order for public and private organizations to exploit and manage knowledge in their daily processes and integrate knowledge management in their strategic planning, the managers of the organizations must know the actual meaning of knowledge. Right now, the three-knowledge management models being used in organizations are Nonaka and Takeuci’s (knowledge spiral), Firestone and McElroy’s (knowledge life cycle) snowden’s (Cynefin Model) (Heaidari, Khanifar & Moghimi, 2011). The first two models are based on justified true premise and Popperian framework respectively, which are assumptions (Jamaluddin & Khalifa, 2012). None of the three models is capable of providing a real world scenario for knowledge process illustration with a good explanation of how it works (Milovanović, 2011). If organizations continue using the current knowledge management models they will only describe how knowledge process works but it will not be easy to evaluate the models or even determine their usefulness in both private and public organizations. I propose to fill this gap by developing a better end-to-end model for better knowledge management process (Jamaluddin & Khalifa, 2012). Background of the Problem After observing most organizations I have realized how their planning is similar to a ritual rain dance; the dance has no impact on succeeding weather, but the dancers belief it does. It appears to me that the instructions followed in strategic planning in most organizations are aimed at
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