ASSIGNMENT
1. Compare and contrast the cognitive and connectionist approaches to knowledge management. Why is the connectionist approach more suited to the von Krogh KM model? What are the strengths of this approach? What are its weaknesses? Use examples to make your points.
2. Describe how the major types of knowledge (i.e., tacit and explicit) are transformed in the Nonaka and Takeuchi knowledge spiral model of KM. Use a concrete example to make your point (e.g., a bright idea that occurs to an individual in the organization).
a. Which transformations would prove to be the most difficult? Why?
b. Which transformation would prove to be fairly easy? Why?
c. What other key factors would influence how well the knowledge spiral model worked within a given organization?
3. In what ways is the Choo and Weick KM model similar to the Nonaka and Takeuchi KM model? In what ways do they differ?
a. How does the integration of a bounded rationality approach to decision making strengthen this model? Give some examples.
b. List some of key triggers that are required in order for the sense-making KM model approach to be successful.
4. How is the Wiig KM model related to the Nonaka and Takeuchi model? In what important ways do they differ?
a. List some examples of internalization to illustrate how each of the five levels differs.
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?
5. Outline the general strategy you would use in order to implement the Boisot I-Space KM model. Where would you expect to encounter difficulties? What would be some of the expected benefits to the organization of applying this approach?
6. What is the major advantage of a complex adaptive system approach to a KM model? What are some of the drawbacks?
a. Provide an everyday example of requisite variety. Next, apply this to the management of knowledge in an organization. What are the elements needed in order to successfully regulate a complex adaptive system? Why?
7. What additional factors do the EFQM and inukshuk KM models introduce?
8. How would you go about selecting a KM model for a given organization? What are some of the questions you would ask of the employees? Of the senior managers? Others?
9. How would you justify the need for a KM model?
10. What is the relationship between the KM processes described in chapter 2 and the KM models outlined in this chapter?
