A Strategic View on the Knowledge Dynamics Models Used in Knowledge Management

The purpose of this paper is to perform a critical analysis of the organizational knowledge dynamics models in a strategic perspective, based on metaphorical thinking, strategic thinking and the known-unknown matrix. Metaphorical thinking is necessary because the semantic field of the knowledge concept depends on the metaphor used in explaining it. For instance, the first generation of metaphors of the form "knowledge as objects" or " knowledge as stocks" are by definition static, while the second generation of metaphors of the type "knowledge as flow" or "knowledge as stocks-and-flows" are dynamic in the Newtonian logic. The third generation of metaphors of the type "knowledge as love" or "knowledge as energy" introduces the idea of knowledge transformation like in thermodynamics. The analysis is focused on the Nonaka's knowledge creation dynamics model, the Nissen's knowledge flows model, and the Organizational Knowledge Dynamics (OKD) model.Knowledge dynamics is a complex concept which can be applied to both personal knowledge and organizational knowledge. Within the framework of personal knowledge, knowledge dynamics integrates two different meanings: variation of knowledge in time and knowledge transformation. Changing the framework from personal to organizational knowledge allows us to introduce a new meaning: variation of knowledge in space. Thus, organizational knowledge dynamics refers to any aspect of changing the knowledge distribution in time and space within the organization boundaries, or changing the knowledge quality through transformation from one form of knowledge into another one. Knowledge dynamics models based on the variation of knowledge in time and space follow a Newtonian logic, while the knowledge dynamics models based on knowledge transformation follow a thermodynamic logic. Understanding organizational knowledge dynamics is fundamental in performing knowledge management and design knowledge strategies. The contribution of the paper is in explaining the correlations between each of these well-known models and designing knowledge strategies. Static models impose severe limits in developing knowledge strategies and both managers and practioners should be aware of this phenomenon.