**3. Modeling of knowledge management**

In the process of gathering information, documents, professional experiences and knowhow at a corporate level, a big issue is modeling of *knowledge management. It is used t*o understand easily and clearly how knowledge may be dealt with, **transforming tacit knowledge into more explicit forms**. The Nonaka's and Takeuchi's KM model, as one of the most famous among the existing models, focuses on a knowledge spiral that explains the transformation of tacit knowledge into explicit knowledge and then back again as the basis for individual, group, and organizational innovation and learning" (Dalkir, 2011).

The concept of knowledge socialization must be understood in the conversion of tacit knowledge into the explicit knowledge by sharing the hidden (internal) knowledge during the implementation of joint activities by members of the organization. External expression is (in turn) understood as a process of translation of tacit knowledge into the explicit one by expressing it in a generally accessible, acceptable and digestible form. Combination model, is treated as the expression of explicit knowledge in another form or its conversion into a new form. In addition, it is treated as a combination of communication, distribution and systematics of explicit knowledge. The fourth and final element in the model is a learning process - the conversion of the explicit knowledge into the tacit one.

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44 New Research on Knowledge Management Technology

technological regulations. Considering these aspects, it is useful to define some layers of medical knowledge management. They can be distinguished as following: (1) law regulations, (2) knowledge assets of the organization and particular workers, (3) scientific researches carried out with cooperation with medical universities – they can be treated as processes enhancing general as well as specialized knowledge, (4) general information standards that are obligatory in a country, (5) universal systems of economic object

As we have already said, knowledge, as any other asset in organization, should be managed. There are many descriptions and definitions of KM in literature. For the purpose

*Knowledge Management is such an approach that covers identification, collecting (storing), development, enlargement, co-usage of both material and non-material information assets in* 

Sources of medical knowledge can be different. They are grouped according to different criteria. When we consider how 'modern' they are, we can distinguish traditional sources (written on paper like books, articles in medical journals, scientific reports, etc.) in the shape of traditional documents (e.g. patents, certifications), and electronic sources, like traditional databases and data files, audio and video documents, hypertexts, multi-media databases, data warehouses, knowledge bases, located inside the organization as well as outside, which are accessible via Internet or other nets. These sources are depicted to the conscious knowledge which is structuralized and accessible to those who need it (in fact it is only theoretically, because not all the knowledge especially this very new, innovative

But what about the tacit knowledge? Its importance is still growing and this is the obvious truth we all know. But how to manage it? How to convince people to share their knowledge, experience, results of their experiments, etc.? We will try to answer these

In the process of gathering information, documents, professional experiences and knowhow at a corporate level, a big issue is modeling of *knowledge management. It is used t*o understand easily and clearly how knowledge may be dealt with, **transforming tacit knowledge into more explicit forms**. The Nonaka's and Takeuchi's KM model, as one of the most famous among the existing models, focuses on a knowledge spiral that explains the transformation of tacit knowledge into explicit knowledge and then back again as the basis for individual, group, and organizational innovation and learning"

The concept of knowledge socialization must be understood in the conversion of tacit knowledge into the explicit knowledge by sharing the hidden (internal) knowledge during the implementation of joint activities by members of the organization. External expression is (in turn) understood as a process of translation of tacit knowledge into the explicit one by expressing it in a generally accessible, acceptable and digestible form. Combination model, is treated as the expression of explicit knowledge in another form or its conversion into a new form. In addition, it is treated as a combination of communication, distribution and systematics of explicit knowledge. The fourth and final element in the model is a learning

process - the conversion of the explicit knowledge into the tacit one.

identification, (6) infrastructure information systems in medical sector.

*organization*. Our further investigations will be based on this definition.

of this book we propose the following definition:

**3. Modeling of knowledge management** 

one is open to everybody).

questions below.

(Dalkir, 2011).

Fig. 5. Nonaka's and Takeuchi's knowledge management model

The key to this model is the interaction between forms of knowledge and levels of the organization. The spiral resulting from the conversion of the explicit knowledge into the hidden one on each level, is the basis for the creation and playback of knowledge in the organization. Knowledge of the Japanese model is individual, group, organizational and inter-organizational. The spiral of knowledge creation in organizations can be activated by fulfilling the following demands:


Members of the organization more easily adapt to their environment when they differ from each other.

The Ba concept (model) by I.Nonaka and L.Konno can be seen as the enhancement of the Nonaka's and Takeuchi's model. It can be understood as a space where there is a dynamic exchange of knowledge and there are knowledge-conversion processes listed above. Within this model four spaces have been characterized:


Management of Knowledge Acquisition from Human Sources in Innovation Transfer 47

knowledge localization, knowledge collecting and storing, acquisition of knowledge, knowledge sharing and its broadcasting, usage of knowledge and its development. The processing module can use one or more knowledge sources. It can also use data mininig techniques to find/generate required knowledge from accessible databases. But it can also find knowledge from personal sources (tacit knowledge). It can deliver information about where and who possesses the required knowledge and how to achieve him/her. In the frame of this module, the appropriate infrastructure of services has to be done, through

Before the obtained knowledge is to be delivered to the user, it has to be verified and

Now let's concentrate on the processing module. Interactions among sub-processes can be

Knowledge storing

Knowledge sharing and broadcasting Knowledge usage

which knowledge sources are accessible.

presented as shown in fig. 7.

Knowledge discovery and aquisition

Source: (Probst & Raub & Romhardt, 2002)

**5. Techniques of knowledge acquisition** 

will present them below.

assessed and visualized in the form required by the user.

Knowledge localizing

Knowledge development

Fig. 7. Interaction between sub-processes of knowledge management

Knowledge management process is realized all the time. It can be in one of two states: active, when the request of service appeared, or stand by, when waiting for the request. Gaining of knowledge means obtaining knowledge from the sources where it is. These are: 1) sources connected with human factor; in this case we talk about *knowledge acquisition* or sources in a raditional shape (paper sources) as well as in 2) a digital form (e.g. databases) from which we *discover* the required *knowledge*. If we want to use information techniques to obtain knowledge from paper sources, first they have to be converted into a digital form. There are many different techniques of knowledge acquisition from human sources and we

Knowledge acquisition relates to human sources. In a modern organization workers contact each other in many ways: e.g. personally, using fax, email. It is important to know where, at


The authors of the concept of Ba believe that the creation of knowledge in the organization runs perfectly in the following five phases:

	- leveling of knowledge both in the inside as well as inter-organizational. A concepts arising in one cycle become the beginning of another process at a higher level" (Nonaka & Takeuchi, 2000).

### **4. Knowledge acquisition as a process**

According to the technological approach to knowledge management, the system of KM can be seen as any other information system. It consists of three modules: input, processing and output and among them we distinguish feedbacks (see fig. 6.)

Source: (Nycz, 2007)

Fig. 6. Model of knowledge management system

Input module enables introducing the query to the system that can be in the shape of a request to realize the knowledge service, e.g. finding necessary knowledge. Each request of service has to be identified and authorized. Each request is monitored till its end. Through the input module, new knowledge and any updating are introduced to the system.

The processing module realizes interactions among knowledge assets, information tools and people who need knowledge, people who are responsible for system administration tasks and people who possess necessary, required knowledge. Within the processing module, the process of knowledge management is realized. It consists of some sub-processes such as:

cyberspace - virtual space of interaction – it is a combination of new and the existing

The authors of the concept of Ba believe that the creation of knowledge in the organization

 search of ideas - in the course of brainstorming, the concept of dialogue is created, which eventually takes the form of public - this phase corresponds to the

 confirmation of ideas - because according to Nonaka knowledge is the confirmation of convictions, therefore the ideas created in the previous phase should be verified - that

building pattern - in production it corresponds to the creation of a prototype. In this

According to the technological approach to knowledge management, the system of KM can be seen as any other information system. It consists of three modules: input, processing and

Input module enables introducing the query to the system that can be in the shape of a request to realize the knowledge service, e.g. finding necessary knowledge. Each request of service has to be identified and authorized. Each request is monitored till its end. Through

The processing module realizes interactions among knowledge assets, information tools and people who need knowledge, people who are responsible for system administration tasks and people who possess necessary, required knowledge. Within the processing module, the process of knowledge management is realized. It consists of some sub-processes such as:

the input module, new knowledge and any updating are introduced to the system.

 leveling of knowledge - both in the inside as well as inter-organizational. A concepts arising in one cycle become the beginning of another process at a higher

exercise spaces - supports internalization, learning" (Nonaka & Takeuchi, 2000).

explicit knowledge in the organization, and

runs perfectly in the following five phases: "dissemination of tacit knowledge (…),

will be beneficial to the organization,

phase, the concept takes a material form,

level" (Nonaka & Takeuchi, 2000).

output and among them we distinguish feedbacks (see fig. 6.)

**4. Knowledge acquisition as a process** 

Fig. 6. Model of knowledge management system

externalization,

Source: (Nycz, 2007)

knowledge localization, knowledge collecting and storing, acquisition of knowledge, knowledge sharing and its broadcasting, usage of knowledge and its development. The processing module can use one or more knowledge sources. It can also use data mininig techniques to find/generate required knowledge from accessible databases. But it can also find knowledge from personal sources (tacit knowledge). It can deliver information about where and who possesses the required knowledge and how to achieve him/her. In the frame of this module, the appropriate infrastructure of services has to be done, through which knowledge sources are accessible.

Before the obtained knowledge is to be delivered to the user, it has to be verified and assessed and visualized in the form required by the user.

Now let's concentrate on the processing module. Interactions among sub-processes can be presented as shown in fig. 7.

Source: (Probst & Raub & Romhardt, 2002)

Fig. 7. Interaction between sub-processes of knowledge management

Knowledge management process is realized all the time. It can be in one of two states: active, when the request of service appeared, or stand by, when waiting for the request.

Gaining of knowledge means obtaining knowledge from the sources where it is. These are: 1) sources connected with human factor; in this case we talk about *knowledge acquisition* or sources in a raditional shape (paper sources) as well as in 2) a digital form (e.g. databases) from which we *discover* the required *knowledge*. If we want to use information techniques to obtain knowledge from paper sources, first they have to be converted into a digital form. There are many different techniques of knowledge acquisition from human sources and we will present them below.
