The document discusses knowledge management and its relationship to records and information management. It defines knowledge management as generating value from intellectual and knowledge-based assets, often by codifying tacit knowledge and sharing it explicitly. The SECI model is presented as a framework involving the conversion between tacit and explicit knowledge. Records and information management tools can benefit knowledge management objectives like communities of practice and collaboration. Strategic information management aims to allocate knowledge resources to maximize competitive advantage.

1. RECORDS &
INFORMATION
MANAGEMENT
A FILLIP TO KNOWLEDGE MANAGEMENT THROUGH
THE SECI MODEL

2. KNOWLEDGE
MANAGEMENT
2
• Knowledge management can be difficult to define, because it
encompasses a wide range of practices, tools, concepts, and
techniques
• KM is the process through which organizations generate value
from their intellectual and knowledge-based assets
• Most often, generating value from such assets involves
codifying what employees, partners and customers know (tacit
knowledge), and sharing that information among employees,
departments and even with other companies in an effort to
devise best practices (explicit knowledge).
• It's important to note that these definitions says nothing much
about technology; while KM is often facilitated by IT, deploying
new technology by itself is not KM!

3. KNOWLEDGE
MANAGEMENT Knowledge management is a strategic initiative essential
for any government agency’s mission success. Decision-
makers need timely information and knowledge on
which to base their policies and programming. Similarly,
with the pervasiveness of online technologies there is a
growing demand for greater access to information and
government services. A sound knowledge management
strategy can help achieve this objective.
(ARMA, 2020)
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4. KNOWLEDGE
MANAGEMENT
4
People
culture and values
knowledge managers
user surveys
social networks
communities
training
documentation
communications
Technology
user interface
intranet
team spaces
virtual meeting rooms
portals
repositories
threaded discussions
expertise locators
metadata and tags
search engines
archiving
Process
methodologies
creation
capture
reuse
lessons learned
proven practices
collaboration
content management
classification
metrics and reporting
management of change
workflow
valuation
social network analysis
appreciative inquiry
storytelling
blogs
wikis
podcasts
syndication
social software
external access
workflow applications
process automation
e-learning
subscriptions
points tracking
reporting
knowledge advisors
goals and
measurements
incentives and rewards
O’Dell C, Hubert C. The New Edge in Knowledge:
How Knowledge Management Is Changing the
Way We Do Business. Hoboken, NJ: Wiley; 2011.

5. 5
“You can’t manage knowledge. Knowledge is between two ears, and
only between two ears!” Peter Drucker
The Father of Knowledge Management

6. TACIT VS EXPLICIT
KNOWLEDGE
6
• Two kinds of knowledge are essential for government
and business to be effective and possess advantage:
• Tacit knowledge, which includes human education,
experience and expertise.
• Explicit knowledge, which includes documents, records and
data.
• Technology can assist in the harvesting of both types
of information.
• It is important that this knowledge is first put into
formats that may be easily manipulated.

7. INFORMATION
MANAGEMENT
7
Information is usually explicit knowledge and is about know-what. It can be
documented and you can get the knowledge by training. In the management point
of view it’s important that everyone has the access to the knowledge and it’s
updated.
In the IT field explicit knowledge management is often mixed up with IM. For
example the explicit knowledge are databases and documents.
Implicit knowledge is about know-how.
Information management is about how data is collected, used and stored.
Knowledge management is more about people and how the knowledge and maybe
even wisdom is taken in advantage.
Overall the difference between KM and IM is in the object.

8. SECI MODEL IN KM
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• Socialization: Tacit to tacit. Knowledge is
passed on through practice, guidance,
imitation, and observation.
• Externalization: Tacit to explicit. This is
deemed as a particularly difficult and often
particularly important conversion
mechanism. Tacit knowledge is codified
into documents, manuals, etc. so that it can
spread more easily through the
organization. Since tacit knowledge can be
virtually impossible to codify, the extent of
this knowledge conversion mechanism is
debatable. The use of metaphor is cited as
an important externalization mechanism.
• Combination: Explicit to explicit.
This is the simplest form. Codified
knowledge sources (e.g.
documents) are combined to
create new knowledge.
• Internalization: Explicit to tacit. As
explicit sources are used and
learned, the knowledge is
internalized, modifying the user's
existing tacit knowledge.
(Nonaka, I., & Takeuchi, H., 1995)

9. SECI MODEL IN KM
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(Nonaka, I., & Takeuchi, H., 1995)

10. RECORDS & INFORMATION
MANAGEMENT
10
1990s-2000
• Print to paper policies
• We had information silos
• Filed in central ‘registries’
• Moved to storage and kept everything
mainly to meet retention requirements
• PCs were limited and used mainly as
typewriters
2001-present
• Most records are created, received and stored
electronically in “the cloud” vs on-premise.
• eMail is no the largest mode of transmission of
information (Web 2.0, IM platform, BYOD)
• Heterogenous information formats and platforms
from vendor communities.
• Territories less defined for ‘information
management’
• Each individual makes his/her decision about
what to keep and what to get rid of (ISM risk).
• Video-conference platforms as repositories
(Teams, Zoom, GoToMeetings, BlueJeans)

11. PUTTING THE TOOLS TO
WORK
11
• An effective KM Strategy should be based inter-alia, on good
information governance, as well as an organizational culture for
information sharing, ISO3040
• RM is the best tool to manage informational assets (records);
• KM features which could benefit from RM:
• Community of Practices (CoP)
• Common Repositories
• Performance Management
• Learning Management
• Collaboration
• Dissemination
• Information Security Management
• Use of RM tools for KM

12. STRATEGIC INFORMATION MANAGEMENT
Strategic information management has many objectives. According to the resource-based view of
strategic management, an organization should allocate various resources, including skills,
knowledge, experience and expertise, in ways that maximize its competitive advantage. Planning
how to use electronic information and other forms of data in an organization represents a
strategic use of its knowledge, which is hopefully stored in a form that's easy to manipulate.
(ARMA, 2017)
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13. QUESTIONS
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14. THANK YOU!
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