A Framework for Discovering Knowledge Management Forces

This paper is an ongoing research in the area of knowledge management (KM) and evidence-based practice (EBP). This study reveals that when health care organisations in the UK initiate a KM initiative, their success has been limited by undervaluing the importance of tacit clinical knowledge (non-codified) in practice to use them in their decision-making. This research advocates that one of the key failures of evidence-based health care has been instigated by clinicians who usually work not with explicit codified knowledge (such as guidelines) but directly with knowledge in practice (tacit-knowledge). This paper focuses on research evidence, drawing on the work of Nonaka knowledge creation framework that tacit into explicit knowledge contributes, as a matter of social interaction. However, the respective model has not granted high flexibility to adjust to changing conditions and has not placed enough clarity neither on evidence based policies or the requirements to lever the barriers and risks during the configuration of knowledge creation, which heavily impacts on knowledge transformation. By helping to explain the reasoning behind this, I would add that a fifth element is required onto the SECI model as a force to clarify the importance of those context, social, cultural and technological barriers. The extension supports the illumination and structure clustering of heterogeneous knowledge sources by determining the probable forces and barriers that may influence a KM gap in the organisation