Knowledge management forms the basis of the learning organization, and thus describes those processes that focus on collecting, cataloguing, transmitting, streaming and using information and knowledge. If these processes are strategically aligned, the efficiency of the organization may increase, which is nevertheless conditioned by strategic thinking and a system-oriented approach within the organization. The paper thus explores the theoretical frame of five widely cited knowledge management models, maps their strengths and weaknesses, and aspires to discuss those values that may lead their applicability in practice. In the analysis, four critical perspectives were used: process, technology, organisational culture, and conceptions of knowledge. By using these four perspectives, the models are described in detail and compared with respect to shared features and differences, and their transferability. Our comparative analysis may support the design of empirical case studies that aim to research organizational learning. We also argue that by conducting empirical studies on these and similar models, new knowledge management strategies can be created, which will be able to support organizations that would like to develop their knowledge management system.
Keywords: knowledge management, knowledge creation, organizational culture, organizational learning, learning organizationDownload...