Knowledge Combustion: A Knowledge Chemistry Approach and a Description of the Process of Information Dissipation

Theodore J. Randles () and Adam Fadlalla ()
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Theodore J. Randles: Department of Accounting, Finance and Information Systems, College of Business and Technology, Eastern Kentucky University, USA
Adam Fadlalla: Department of Computer and Information Science, Business Building, Cleveland State University, USA

Journal of Information & Knowledge Management (JIKM), 2004, vol. 03, issue 04, 373-383

Abstract: Weaving concepts from the decision making, information systems, telemedicine, cognitive psychology, and epistemology literatures, we propose a knowledge combustion analogy to explain the relation between information, knowledge, and action. By linking these concepts to engine mechanics, which are well-understood physical systems, the knowledge combustion analogy provides a framework that might extend knowledge management theory. The analogy suggests that different knowledge types are used to extract value from information, which results in insight. This insight culminates in action, and this action produces new insights, to generate systematic action. Hence, the analogy provides a description of the process of information dissipation, which is not well understood.The paper presents specifications for four blends of knowledge, which rely on three types of pragmatic knowledge. Each knowledge blend is designed to fuel a different form of knowledge combustion, and each form of knowledge combustion permits the attainment of a different form of insight. Finally, each knowledge blend requires the application of a different cognitive force to permit its combustion, and we propose that these fuel and force specifications must be satisfied for the effective dissipation of information. In developing these fuel and force specifications, we introduce a new approach to knowledge management thinking, which we call knowledge chemistry, and provide a conceptual framework that highlights two characteristics of knowledge, its substance and its force. We believe that organizations can increase their knowledge capital by determining ways to take advantage of the different characteristics and functions of knowledge described in this paper.

Keywords: Tacit knowledge; information dissipation; pragmatics; cognition; decision making (search for similar items in EconPapers)
Date: 2004
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DOI: 10.1142/S0219649204000948

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