Information and Knowledge Management using ArcGIS ModelBuilder

Nelly Todorova
knowledge. This link between tacit and explicit knowledge implies that only individuals with sufficient
common knowledge base can exchange knowledge, understand each other and correctly interpret the
exchanged knowledge. This view limits the impact of IT on knowledge sharing (Alavi and Leidner
2001).
Based on these main assumptions the social view concludes that knowledge sharing requires a
mutual understanding of tacit assumptions, immersion in practice and social interaction. It places
strong emphasis on management and leadership practices to support social interaction and trust.
While technology can still play a role, it is focused more on connection people to people rather than
people to explicit knowledge.
KM strategies and initiatives
Different perspectives of knowledge define different approaches to knowledge management. When
knowledge is viewed as an object the focus of KM initiatives is on building knowledge stocks and
providing access to them. When knowledge is viewed as a process, the focus of KM is on knowledge
flows and supporting the creation and sharing of knowledge. Finally, when knowledge is considered
as a capability, KM initiatives aim to build competences, gain strategic advantage from know-how and
create intellectual capital (Alavi and Leidner, 2001).
KM strategies can be divided into two main categories – personalization and codification strategies
(Hansen et al 1999). Companies using the codification strategy concentrate primarily on transfer and
reuse of explicit knowledge. The objective is to capture and codify knowledge for broader access
within the organization. Such initiatives focus on the design and use of searchable repositories of
explicit knowledge using technologies such as intranets, groupware and document management
systems. Knowledge repositories typically contain best practices, lessons learned from past
experiences, knowledge about products, services and customers. Some companies include within
their knowledge management activities projects and systems that aim to transform data into usable
information through data mining and statistical analysis.
Personalization strategies assume that a lot of important knowledge is tacit and the main mode of
knowledge transfer is through personal interaction. KM initiatives focus on improving social processes
to facilitate knowledge sharing between individuals. Some of these initiatives rely on the support of IT
to bring people together. For example, organizations work on creation of corporate directories of
internal expertise to connect people to the right experts within the organization; creation of knowledge
networks which allow people to communicate virtually or face to face. Other initiatives may not use
technology at all and concentrate on the creation of organizational culture which motivates people to
share their knowledge and on providing regular social interactions between employees.
Value of KM systems
The studies on KM value are very fragmented. If we consider the value models from the previous
sections, these studies focus on only one part of the models- outcomes, resources or capabilities in
terms of enabling sharing and retrieval. It is very important to consider KM value in the context of KM,
IT and other organizational resources required to derive value from KM initiatives and the paths that
are taken to produce this value. Based on the review of the literature on value creation and IT
business value, a preliminary model is presented to transfer some of the findings to the context of KM
initiatives (Fig 3). It maps out possible resources, outcomes and capabilities.
5. Conclusions
Knowledge management is an emerging field which draws on theories established in different
disciplines such as information systems, organizational behaviour, economics and human resources.
Research in the field is fragmented as researchers represent the individual perspectives of their
discipline. Current research recognizes the need for integration of these perspectives and of creating
unified definitions and frameworks (Green, Stankosky, & Vandergriff, 2010; Laverne&Earl, 2006). The
aim of knowledge management is to leverage knowledge as a strategic asset to gain and sustain
strategic advantage and to create value for organizations. There are many different approaches to
knowledge management on the continuum between strong technocratic to predominantly humanistic
approaches. There is considerable variety of objectives. Based on the definition of knowledge as a
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