| Name of the Knowledge management model (KMM) |
KMM in project |
KMM involving virtual expert teams |
KMM with competence center |
KMM based on internal communication |
KMM focused on open innovation |
| Brief description |
It operates within the framework of a specific project, aimed at solving a specific problem within a clear time frame. The accumulated knowledge is replicated in other similar projects |
Aimed at increasing the effectiveness of core activities: exchange of experience between specialists of one group of the company and active use of this experience in practice |
Based on the creation of a unit, the functionality of which is to collect, systematize and disseminate the accumulated experience in a particular field of activity |
Based on the development of internal communications and the use of organizational development methods |
Aimed at finding knowledge and experts outside the company |
| Advantages |
Relative simplicity of applied technologies, which do not require complex IT infrastructure and codification. |
Implementation of online knowledge management processes (conferences, webinars, e-mail). |
A wide range of powers from controlling the activities of other departments to making changes to the structure of business processes |
Rapid solution of the company's problem and increasing the efficiency of its activities by mobilizing internal human resources to achieve the goal |
Rapid solution of the company's problem and increasing the efficiency of its activities by mobilizing third-party human resources to achieve the goal (crowdsourcing) |
| Socio-psychological specifics |
Knowledge exchange is carried out in a temporary group, the composition of which changes depending on the stage of the project |
The boundaries of the group and its task are clearly defined, communication between its members is limited to virtual channels and is carried out in addition to the main production responsibilities |
The permanent staff as well as the degree of its cohesion, the leadership style used, the subculture prevailing in the unit and the history of relations with collectives |
The effectiveness of knowledge management is determined by intergroup and organizational factors: the level of corporate culture and trust, intracorporate integration |
In a short period of time, it increases the awareness of employees about the strategic goals of the company, the commitment of personnel and their involvement in the implementation of strategic initiatives |
