Abstract: …In the ideal world, CKOs or KM Directors should have as many of the required skills below as possible. The five core areas of required skills should include: 1. Knowledge Management Experience 2. Learning Industry Experience 3. Technology Project Management 4. Matrix Management Skills 5. Industry
Publications
Books, articles, and press releases relevant to Knowledge Management education and the KM career path
Knowledge Management Certification Board (KMCB) Facts
Abstract: KMPro has received numerous complaints from its membership, as well as phone calls and emails from prospective members regarding the tactics currently employed by Douglas Weidner who is an ex-KMPro vendor (contract terminated) and ex-member (having been expelled). We are as disturbed by this information as those who have contacted us, and because
Hochwertiger Bildungsexport nach Japan – Masterstudiengang “Wissens- und Technologiemanagement”
Zusammenfassung: Doshisha Universität und TU Chemnitz entwickeln bis 2007 gemeinsamen Masterstudiengang “Wissens- und Technologiemanagement” Die Kontakte der Technischen Universität Chemnitz zu Hochschulen in Japan treten ab sofort in ein neues Stadium: Die TU Chemnitz schloss am 26. Juni 2005 mit der Doshisha Universität, einer der führenden Universitäten Japans, einen Vertrag über
Educating Knowledge Professionals in Library and Information Science Schools
Abstract: Knowledge management (KM) is a multidisciplinary subject which involves efforts from professionals with diverse backgrounds. This paper aims to investigate the needed educational background and skills for knowledge management professionals. In particular,the focus of the paper is to examine whether a master’s degree in library and information science (LIS) is a preferred educational
Need for a Knowledge Management Body of Knowledge (KMBOK)
Abstract: In 1994, more than 30 commercial consultants and senior government employees participated in an important US Department of Defense (DOD) study. The study determined how to substantially improve DoD’s performance on a major strategic initiative, which at the time was Business Process Reengineering (BPR). Their valuable (but almost self-evident) results applied to all