In 2016 the International Association for Knowledge Management (IAKM) adressed the issue of Knowledge Management education right on three occasions. The first two were in the context of the European Conference on Knowledge Management (ECKM) in September, the third one was on a panel at the International Conference on Knowledge Management (ICKM) in October.
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Knowledge Management education and training opportunities and resources in the headline
Educating Knowledge Managers: A Competence-Based Approach
Abstract: The emerging knowledge economy and society bring new challenges to organizations, managers and workers: the accelerating pace of innovation in products, services and processes; the growing importance of work that requires extensive education, experience and judgment; and the escalating complexity of knowledge, which becomes increasingly distributed and changeable, among others. The field of knowledge
Leadership in the Knowledge Economy
» In memory of Knowledge Management poineer Debra M. Amidon « Abstract: Leadership is a key influence on the conduct and outcomes of knowledge management in organizations and economies. This chapter advances and describes seven essential aspects of effective knowledge leadership: context, competence, culture, communities, conversation, communication, and coaching. It argues
Knowledge Management Certification: Valuable Credential or Snake Oil?
Abstract: You can get certified for just about everything these days, and knowledge management (KM) is no exception. A group called the Knowledge Management Certification Board (KMCB) has developed guidelines for certification as a CKM (Certified Knowledge Manager) or CKEE (Certified Knowledge Environmental Engineer). And NOCA (National Commission for Certifying Agencies), which accredits certifying
Knowledge Managers in Supply Chain Management
Abstract: This research addresses some emergent contradictions between theory and practice in recognizing Supply Chain (SC) manager’s position, role, and responsibilities. The analysis of numerous pieces of secondary information contained in a number of empirical studies reveals that the SC manager seldom drives SCs. Although all the analyzed articles address SC management issues, SC