Article series on professional accreditation for knowledge managers published in RealKM: …; CILIP announces the first Chartered Knowledge Manager!; Congratulations to Elena Costello, who has become the first person to be awarded the new chartered status MCLIP Chartered Knowledge Manager; CILIP KM Chartership takes shape!; CILIP professional registration, including Knowledge Management (KM) Chartership, is the ‘keystone’ in a professional career.; CILIP’s Chartered Knowledge Manager: a timely and much needed accreditation? ; Recent efforts by CILIP to create a globally accepted Chartered Knowledge Manager accreditation are timely and tap into a latent demand; The case for professional accreditation of KM ; It is critical that we continue the conversation on accreditation, and work to create momentum; What’s more important for knowledge managers: education, or skills and experience? ; A large proportion of top knowledge managers appear to have reached this level through
Publications
Books, articles, and press releases relevant to Knowledge Management education and the KM career path
CILIP library and information careers: Knowledge Manager et al.
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
Information and Knowledge Professional’s Career Handbook
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
Culture, Leadership, and Chief Knowledge Officers
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
Knowledge leader role in a changing organizational environment
Purpose The purpose of this paper is to investigate the role of knowledge leader readiness within large companies operating in a changing environment. Design/methodology/approach A conceptual framework emerged from an analysis of four large companies and a review of the knowledge management literature. Secondary research was conducted to