**8. References**

282 New Research on Knowledge Management Models and Methods

comparison of the size of the organisations with the security or risk management measures adopted to prevent KL, shows the size of the organisation had no influenced on either the risk management or security measure used. Although, a significant number (87.6%) of respondents claimed to be aware of the dangers of KL within the organisations there were no evidence of an explicit consideration for KL prevention. This again

From the case study, concerns were raised about KL resulting from suppliers and third party companies, rather than employees, as it was believed that it is possible to regulate KL through the use of employment contracts and confidential statements. Thus, Company 3D took no action to formalise policies on KL or knowledge capture and acquisition even

*"….this is a new development and we always run a risk when introducing new facilities".* Therefore, this and any new technology was seen as being associated with some degree of

The risk identified by respondents from the use of VREs as having the highest impact on the organisation was the loss of competitive advantage. This was regardless of the purpose for which the software was employed. Theft of proprietary information was not regarded as factor of major concern as the expected impact on the organisation was rated as 'medium'. In addition to the aforementioned risks, others were identified in the literature and case study which are also associated with the practice of delivering software across the Internet. Hence risks negotiations need to occur between all parties involved in the design,

From a client's perspective one of the key questions emerging from this study is whether presenting the information in a VRE would result in greater risks implications for the organisations concerned. In addition, to being a valuable resource for competitors the use of VREs raises concerns regarding system updates. These concerns are based on the verisimilitude nature of such software. Since models for the system were done using photographs, in a dynamic environment changes will not be evident. This is particularly important, for example, for maintenance work and health and safety issues, where every detail is significant and will determine the difference between life

In this study, particular attention was given to the embodiment, use, and dissemination of knowledge as a result of the employment of VREs. Knowledge embodiment and use in projects occurred during systems development and dissemination owing to the actual utilisation of the 3D models during business transactions and training activities. Since one of the primary goals of KM is to share, transfer and disseminate explicit knowledge the sharing of this knowledge if done in an ad hoc manner can result in KL. The results shows that even the best laid KM policy or framework can be source of KL due to the absence of an integrated risk management approach. In addition, the general nature of the KM models allows for KL, this weakness or discrepancy occurs where policies and practices do not

Another reason for KL is the fact that KM models have failed to consider the protection of knowledge within the organisation and across it boundaries. Consequently the risk

highlights a flaw within the risk management thinking of these organisations.

though the TD claimed.

development and use of the VREs.

uncertainty.

and death.

merge.

**7. Conclusions** 


http://hsb.baylor.edu/ramsower/ais.ac.96/papers/bharadwa.htm


Exploring the Risks of Knowledge Leakage: An Information Systems Case Study Approach 285

Nunes, MB.; Annansingh, F.; Eaglestone, B. &Wakefield, R. (2006). Knowledge Management

Nunes, MB. & Annansingh, F. (2003). Knowledge Exposure due to Internet –Based Virtual

Parry, T. (1999). Generic Risk Management Plan, In: Defense Acquisition University,

Pate-Cornell, E. (2001). Risk Uncertainty Analysis in Government Safety Decisions,

Polanyi, M. (1974). *Personal Knowledge: Towards a Post-critical Philosophy*, University of

Pollard, D. (2003). The Future of Knowledge Management: Discussion Paper, 20.08.2006,

 http://blogs.salon.com/0002007/images/TheFutureofKnowledgeManagement.doc Quintas, P.; Lefrere, P. & Jones, G. (1997). Knowledge Management: A Strategic Agenda.

Saunders, M.; Lewis, P. & Thornhill, A. (2009). *Research Methods for Business Students* (5th

Schultze, U. & Stabell, C. (2004). Knowing What You Don't Know: Discourses and

Soy, S. (1998). The Case Study as a Research Method, In: *University of Texas*,

Srikantaiah, TK & Koenig, MED (eds.) (2000). *Knowledge Management for the Information* 

Tashakkori, A. & Teddlie, C. (1998). *Mixed Methodology: Combining Qualitative* 

Walsham, G. (1993). *Interpreting Information Systems in Organizations*. John Wiley & Sons,

Wenger, E.; McDermott, R. & Snyder, WM. (2002). *Cultivating Communities of Practice: A* 

Williams, RC.; Pandelions, GJ. & Behrens, SG. (1999). Software Risk Evaluation

Yeates, D. & Cadle, J. (eds.) (2007). *Project Management for Information Systems,* Pitman

Harvard Business Press, ISBN 978-157-8513-30-7, Cambridge

*Journal of Long Range Planning,* Vol. 30, No. 3, (June 1997), pp. 385-91, ISSN 0024-

Contradictions in Knowledge Management. *Journal of Management Studies*, Vol. 41,

*Professional*. American Society for Information Science Medford, ISBN 978-157-3870-

*and Quantitative Approaches.* Sage, ISBN 978-076-1900-71-9, Thousand Oaks

*Guide to Managing Knowledge -Seven Principles for Cultivating Communities of Practice*.

(SRE) Method Description - Overview of Risk Management, In: *Carnegie* 

pp. 101-119, ISSN 0022-0418

04.11.2006, Available from:

http://www.ce.nesu.edu/risk/

12.03.2002, Available from:

ISBN 978-047-1938-14-9, Chichester

*Mellon University*, 04.11.2008, Available from:

Publishing, ISBN 978-013-2068-58-1, London

79-5, New Jersey

http://www.sei.cmu.edu/pub

London

Available from:

6301

http://www.acq.osd.mil/io/se/risk\_management/papers

In: Stanford University, 23.11.2001, Available from:

edition)*,* Prentice Hall, ISBN 978-0273716860, London

http://www.gslis.utexas.edu/%7Essoy/usesusers/l391d1b.htm

No. 4, (June 2004), pp. 549-573, ISSN 1467-6486

Chicago, ISBN 978-022-6672-88-5, Chicago

Portugal, June 2003.

Issues in Knowledge-intensive SMEs. *Journal of Documentation*, Vol. 62, No. 1,

Reality Training, *Proceedings of the IADIS International e-Society Conference,* Lisbon,


Davenport, TH. & Prusak, L. (1998). *Working Knowledge: How Organizations Manage* 

De Jarnett, L. (1996). Knowledge the latest thing. *Information Strategy The Executive Journal*,

Denzin, NK. & Lincoln, YS (Eds.). (1998). *The Landscape of Qualitative Research: Theories and* 

De Vaus, DA. (1996). *Surveys in Social Research,* UCL Press Limited, ISBN 978-185-7285-42-0,

De Vaus, DA (2002). *Analyzing Social Science Data: 50 Key Problems in Data Analysis,* Sage,

Frank, B. (2002). Five Tips to Reduce Knowledge Loss. *The Journal of the Knowledge* 

Galliers, R. (1992). *Information Systems Research: Issues, Methods and Practical Guidelines,* 

Hammersley, M. & Atkinson, P. (1994). *Ethnography. Principles and Practice,* Routledge, ISBN

Jones, B. & Miller, B. (2008). *Innovation Diffusion in the New Economy*: *The Tacit Component*, Routledge, Retrieved from: http://www.gbv.de/dms/zbw/585834733.pdf Kliem, RL. & Ludin, IS. (2000). *Reducing Project Risk*, Gower, ISBN 978-056-6077-99-9,

Kumar, R. (2011). *Research Methodology: A Step by Step Guide for Beginners* (3rd edition)*,* Sage,

Mason, J. (2002). *Qualitative Researching* (2nd edition), Sage, ISBN 978-076-1974-28-4,

McCarthy, J. (2001). MS Solutions Framework: Risk Management Overview, In:

McInerney, CR & Koenig, MED. (2011). *Knowledge Management (KM) Processes in* 

Nonaka, I. (1991). The Knowledge – Creating Company. *Harvard Business Review,* Vol. 69,

Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. *Organization* 

Nonaka, I. & Konno, N. (1998). The Concept of Ba: Building a Foundation for Knowledge

Nonaka, I & Takeuchi, H. (1995). *The Knowledge-creating Company: How Japanese Companies* 

Nonaka, I. and Teece, D. (2001). *Managing Industrial Knowledge - Creation, Transfer and* 

*Science,* Vol. 5, No. 1, (Feb 1994), pp. 14- 37, ISSN 1047-7039

*Organizations. Theoretical Foundations and Practice*, Morgan & Claypool, ISBN 159-

Creation. *California Management Review*, Vol. 40, No. 3, (Spring 1998), pp. 41- 53,

*Create the Dynamics of Innovation*, Oxford University Press, ISBN 978-019-5092-69-1,

*and Innovation Management Professional Society (KMPro*), (December 2002), pp.

Vol.12, No. 2, (Winter 1996), pp. 3 –5, ISSN 0743-8613

Blackwell Scientific, ISBN 978-063-2028-64-1, Oxford

*Microsoft Corporation*, 12.02.2002, Available from:

(Nov-Dec 1991), pp. 96-104, ISSN 0017-8012

*Utilization*, Sage, ISBN 978-076-1954-98-9, London

*Issues*, Sage, ISBN 978-076-1914-33-4, Thousand Oaks, CA

MA

London

1-3

Hampshire

London

829-9565

ISSN 0008-1256

New York

ISBN 978-076-1959-38-0, London

978-041-5086-64-6, London

ISBN 978-184-9203-00-5, London

http://www.microsoft.com/TechNet/

*What They Know*, Harvard Business School Press, ISBN 978-087-5846-55-2, Boston,


http://www.acq.osd.mil/io/se/risk\_management/papers


http://blogs.salon.com/0002007/images/TheFutureofKnowledgeManagement.doc


http://www.gslis.utexas.edu/%7Essoy/usesusers/l391d1b.htm


**13** 

Edgar Serna M.

*Medellín Colombia* 

**Knowledge Management Maturity Model** 

Since the last years of the 20th century a strong social revolution has begun; it is a revolution based on information and knowledge, which is driven by the developments in informatics and communications technologies ICT. "*We are entering* ‒*or we have already entered– in the knowledge society, in which the basic economic resource … is the knowledge itself... and where the* 

Emerging global economy progressively becomes more distinguished by intensive knowledge enterprises that need specialized workers, exhibiting knowledge that diversify and develop unique competences, and that get involved with the collaboration to create new knowledge for the improvement of the company performance. The ICT´s progresses perform an integrating role within these companies as a way for the achievement of the shared learning. These changes have resulted in the need for the improvement of knowledge management, which in turn leads to more changes in the same companies. Different authors (Hedlund, 1994; Nonaka & Takeuchi, 1995; Tenkasi & Boland, 1996; Schultze, 1998; Brown & Duguid, 1998) have proposed categorizations for the knowledge management ‒KM‒ approaches, being the most outstanding the *functionalist* and *interpretativist* approaches. In the functionalist approach, the knowledge is considered like an "*static object*" that exists in a number of ways and localizations; in the interpretativist approach, it is considered that knowledge does not exist being independent of human experience, social practice, the knowledge itself and its use, where it is shaped by the social

This work focuses in reviewing, analyzing and presenting a study about the interpretativist perspective, and describing a maturity model to turn operative the knowledge management based on it. The work begins with a discussion of the concept of knowledge management. Later, the current knowledge management perspectives are described; the functionalist and interpretativist. Finally we propose a maturity model to turn operative the knowledge

*Knowledge definition.* In the context of knowledge management this term can be defined in different ways in such a way that it reflects the different research perspectives. Most of the

*worker of knowledge will perform a central role*" (Drucker, 1993).

practices of the communities, because it is "*active and dynamic*".

management in the interpretativist perspective.

**2. The knowledge** 

**1. Introduction** 

**in the Interpretativist Perspective** 

*University of San Buenaventura Medellín* 

