Moving beyond DIKW and SECI: conceptualization of knowledge as dynamic flows

In section 3.1 of their landmark 2023 review¹ of the past and future of knowledge management (KM) research and practice, John Edwards and Antti Lönnqvist alert to the continued over-reliance on well-known models from the earliest days of KM. Models such as Nonaka’s 1994 SECI model² and Ackoff’s 1989 data-information-knowledge-wisdom (DIKW) model³ remain a focus when newer models have emerged since drawing on a more recent evidence base. For example, David Williams’ 2014 action-knowledge-information (AKI) model⁴ is a highly coherent alternative to the DIKW model.

In a recent two-part article series, I looked at two other more recent KM models worthy of attention: the 7C’s models, being Harri Oinas-Kukkonen’s 2004 7C’s model for organizational knowledge creation and management⁵ and Paul S. Myers 2014 7C’s normative model of knowledge management effectiveness⁶.

El Adraoui and colleagues’ model

Co-authors Fatima Ezzahra El Adraoui, Mohamed Mouad Didi Seddik, Mounir Rabah-Rabbou, and Jihad Jabbouri offer further very valuable food for thought in regard to KM models in a newly published paper⁷ in the International Journal of Research in Economics and Finance.

El Adraoui and colleagues first comprehensively review the literature in regard to the various dimensions of knowledge, which they synthesize in the following table:

El Adraoui and colleagues also analyze both DIKW and SECI in the context of these knowledge dimensions and the knowledge flows between them.

They state that the results of their research highlight the complexity and richness of knowledge dynamics in contemporary organizations. Through the exploration of neighbouring concepts, types of tacit and explicit knowledge, and their interaction via the SECI model, it becomes clear that the creation of new knowledge is not limited to linear processes. Rather, the results reveal a subtle but crucial interrelationship between forms of knowledge and the contexts in which they evolve.

On the other hand, El Adraoui and colleagues find that the DIKW model, often criticized for its excessive simplification of KM, nevertheless has a resonance in the studied organizational practices. In some organizations, raw data is still under-utilized due to the lack of a clear process for its transformation into useful knowledge. Where robust KM systems are in place, information quickly becomes actionable knowledge, particularly in environments where interactions between employees allow for the internalization of knowledge.

In the same vein, El Adraoui and colleagues contend that the originality of their research lies in its combinatorial approach, which reassesses classic KM models (SECI and DIKW) in the context of today’s digital environments. Rather than merely applying existing theories, their work attempts a critique of traditional frameworks, emphasizing the need to incorporate social and digital dynamics into them. This perspective fills a gap in the literature, often focused on internal processes, by also highlighting the growing role of inter-organizational interactions and digital ecosystems.

One key observation is the importance of tacit knowledge transfer. Research-based analysis confirms that, despite technological progress, this form of knowledge remains deeply linked to individual experience, socialization, and direct sharing between employees. This difficulty in formalizing tacit knowledge has been extensively addressed in literature, and the results of this research reinforce the idea that effective management of this dimension still depends largely on organizational capacities to encourage rich and frequent social interactions. Digitalization alone cannot replace the creation of strong social links within teams.

The codification and dissemination of explicit knowledge within organizations can greatly improve innovation and decision-making processes. However, organizations that rely exclusively on explicit databases without fostering more nuanced forms of knowledge experience hinder their ability to innovate through rigidity. This tension between codification and flexibility is a strategic issue for companies, and organizations that manage to balance these two dimensions are those that succeed in capturing a real sustainable competitive advantage.

Finally, El Adraoui and colleagues advise that the analysis of their results suggests that exchanges, collaborations, and strategic alliances for inter-organizational knowledge transfer have become an increasingly important strategic lever. Companies that actively share knowledge across borders through collaborations, partnerships and alliances are better equipped to innovate and thrive. This inter-organizational knowledge transfer provides essential flexibility and adaptability in a globalized environment, facilitating the generation of new ideas and providing access to complementary resources and expertise.

From their findings, El Adraoui and colleagues develop the following conceptual model:

Theoretical and practical implications

From a theoretical point of view, El Adraoui and colleagues advise that their research reinforces the idea that knowledge must be considered as a dynamic, recursive, and non-linear process. Traditional distinctions between tacit and explicit are useful but do not capture the full complexity of interactions between these two types of knowledge.

El Adraoui and colleagues research contributes to knowledge management theory by proposing an updated vision of the interactions between tacit and explicit knowledge, integrating new paradigms and digital logics. It advocates moving beyond the oversimplifications of linear models such as DIKW, emphasizing a dynamic, holistic and recursive approach, better suited to contemporary corporate environments.

Furthermore, these implications also underline the strategic significance of inter-organizational synergies and alliances in stimulating innovation through knowledge transfer, reinforcing the idea that knowledge is a common good in a globalized ecosystem. The SECI model remains a relevant framework for understanding this dynamic, but it should be enriched by more contemporary perspectives that integrate digital platforms into the process of creating and disseminating knowledge in modern organizational environments.

In addition, El Adraoui and colleagues alert that their research highlights the importance of inter-organizational knowledge, which is receiving increased attention in the literature on knowledge management. While the focus has long been on internal processes, the results suggest that collaboration and knowledge sharing with other organizations are becoming critical sources of innovation.

In practical terms, El Adraoui and colleagues advise that their results provide concrete leads for managers and decision-makers. To fully harness the potential of knowledge and its components within their firms, organizations need to encourage rich social interactions, while implementing systems to effectively collect, codify. and disseminate explicit knowledge.

To fully exploit the potential of knowledge within their organizations, firms must encourage rich social interactions while developing systems for effectively codifying and disseminating explicit knowledge. It is also essential to foster inter-organizational partnerships and collaborations, recognizing that knowledge is increasingly a resource distributed through cooperative networks.

Managers should therefore consider hybrid strategies that combine emerging technologies with more traditional social interaction mechanisms to capture, transfer and exploitation of tacit knowledge, and also to foster inter-organizational knowledge transfer.

Header image source: Created by Bruce Boyes with Microsoft Designer Image Creator.

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