[hide for="!logged"]Abstract: This paper addresses the need to appoint a chief knowledge officer (CKO) in an organisation and where that position be placed within the organisation structure. It also presents a comprehensive review of the literature in an attempt to answer the question regarding the elements: attributes and responsibilities of the CKO, and organisational conditions
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[hide for="!logged"]Abstract: Organizational culture, organizational leadership, and Chief Knowledge Officers (CKOs) each play important roles in overcoming human barriers associated with knowledge creation, transfer and sharing. This paper examines three key components of organizational culture: cooperative involvement, trust and incentives. In addition, the impact of organizational leadership on knowledge management as well as the roles
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[hide for="!logged"]Abstract: Information Professionals and Knowledge Managers deal with significant career challenges for a number of reasons associated (for example) with common misperceptions of their expertise and roles. In environments where they must often justify their work and value over and over, those already in the profession and those just entering need to prepare for
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In the Yahoo! Group of the Systems Integration KM Leaders Community Tony M. asks: Good day SIKM friends, My organization is exploring the possibility of having a dedicated KM career track/ job ladder. Having a KM job title is easy enough, but having a structured track is more involved apparently. For example,
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[hide for="!logged"]Abstract: Knowledge managers work for a wide variety of employers and could be based in a government, health, law or a commercial setting. Key responsibilities will include the development and management of complex information systems. Knowledge managers often have other management responsibilities which could including staff and budgets, the implementation of a KM policy
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[hide for="!logged"]Abstract: ... [/hide]Full text from publisher » Bruce Boyes et al.: Professional accreditation for knowledge managers series. RealKM, June 2018ff. All posts published to date in this series are listed below. [RSSImport display="20" feedurl="http://realkm.com/category/articles/abcs-of-km/professional-accreditation-for-knowledge-managers/feed" before_desc="" displaydescriptions="TRUE" after_desc=" " html="FALSE" truncatedescchar="200" truncatedescstring=" ...
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[hide for="!logged"]Abstract: Recent efforts by CILIP to create a globally accepted Chartered Knowledge Manager accreditation are timely and tap into a latent demand. Last year, I was asked to become a knowledge and information management ambassador for library and information association CILIP, to help inter alia promote CILIP in the wider world.
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[hide for="!logged"]Abstract: This paper maps the structure of the social network of the 2011 class of sixty graduate students of the Masters of Science (Knowledge Management) programme at the Nanyang Technological University, based on their friending relationships on Facebook. To ensure anonymity, actual names were not used. Instead, they were replaced with codes constructed from
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[hide for="!logged"]Abstract: As evident in Fig. 1 above [Roles of a Competent Knowledge Manager], making a successful knowledge manager requires training and understanding of the taxonomy of information and knowledge. The society in which information is utilized has witnessed remarkable changes in recent years. This has affected the way information is created, handled, packaged, organized,
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[hide for="!logged"]Abstract: Knowledge management (KM) is experiencing significant growth, and a good indication of its vitality is the existence of graduate degree programs being offered worldwide. Those programs, though, do not seem to properly cover all the diverse perspectives that contribute to the discipline. This paper takes a first step in the development of comprehensive
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[hide for="!logged"]Abstract: This research explores trends in knowledge organization (KO) in library and information science (LIS) curricula in 68 selected schools located in Southeast Asia, Europe, and North America. The research quantitatively analyzed KO course descriptions in order to identify the modules covered in these LIS programs' curricula. Information was gathered from the course descriptions
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[hide for="!logged"]Abstract: Introduction. The role of library and information science professionals as knowledge facilitators is solidly grounded in the profession's theoretical foundations as much as connected with its social relevance. Knowledge science is presented in this paper as a convenient theoretical framework for this mission, and knowledge engagement services –knowledge brokering, knowledge readiness and knowledge
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[hide for="!logged"]Abstract: I've been thinking recently about the role of sponsorship in enabling knowledge management, and it took me back to some Change Management principles which I learned from ChangeFirst, when I was responsible for Change Management as well as Knowledge Management at Centrica.The ChangeFirst model was based on Darryl Connor's "Managing at the speed
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On its website the International Association for Knowledge Management (IAKM) is providing a Section "PhD in KM" (Knowledge Management). On three seperate pages you can find information about PhD Programs in Knowledge Management and related fields, PhD Supervisors in Knowledge Management and related fields, and PhD Examiners/Reviewers
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[hide for="!logged"]Abstract: Knowledge and Knowledge Management have emerged as a current 'hot issue' for many organizations. This paper starts by exploring the definition of knowledge and knowledge management. It then considers the partnership for knowledge management, and especially how librarians as knowledge professionals, users, and technology experts can contribute to effective knowledge management. It is
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[hide for="!logged"]Abstract: The three cases in this chapter were selected for illustration and discussion about the key roles and accountabilities of the CKO. All names, dates, places and organizations have been disguised at the request of the authors and/or organizations. Each case is presented from both a practitioner's and academic's perspective. Our main content ion
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[hide for="!logged"]Abstract: In October 2001, I submitted a paper titled “Musings on Corporate Myths – CKO and Knowledge-Sharing in the World of Real Business” (Berner, 2001). In the paper I argued that the role of Chief Knowledge Officer CKO was “inimical” and that its creation did not suit the current organizational culture and politics in
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[hide for="!logged"]Abstract: I had to write a report today, a longish process. As a part of that I was looking at the organisation of the knowledge management function in an organisation. I was aware that one of the larger consultancies had produced the normal boiler plate report with the usual stuff about strategic focus, appoint
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[hide for="!logged"]Abstract: Purpose: This study aims to identify how and why chief learning officers (CLOs) build the learning organization. The study was undertaken in the conceptual framework of leadership and change by using the lens of the Marquardt Systems Model. Design/methodology/approach: This exploratory study used semi-structured interviews with 20 participants. The purpose
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[hide for="!logged"]Abstract: When introducing knowledge management (km) strategy to an organisation, overcoming hurdles and helping people understand km is just the first step. What are the other key qualities of an effective Knowledge Manager? With the help of our km guru, Paul Whiffen, we explore some common km challenges and 7
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