Abstract: Knowledge is one of the primary assets of an organization. The flow of knowledge, into, within, and out of an organization, and the embedding of critical knowledge into the organization, is a process that can be optimized through resourcing a Knowledge Manager as a full-time (preferred) or part-time role. The following competencies and
Publications
Books, articles, and press releases relevant to Knowledge Management education and the KM career path
How Clowd Computing Fosters Constructivist Learning in a Knowledge Management Class
Abstract: Background: Cloud computing has recently received interest in information systems research and practice as a new way to organise information with the help of an increasingly ubiquitous computer infrastructure. However, the use of cloud computing in higher education institutions and business schools, as well as its potential to create novel learning environments remains an
Teaching to learn and learning to share @ University of Johannesburg
Abstract: Knowledge and information sharing has become synonymous with the concept of creating value and power for organisations. Knowledge is being recognised as a valuable asset and the promotion and dissemination of information and knowledge in its internal workings has the aim of creating learning organisations. The sharing of information and knowledge creates a
Developing Teachers’ Personal Knowledge Management (PKM) Competencies
Abstract: This paper proposes a curriculum framework in pre-service teachers training program to develop Teachers’ Personal Knowledge Management competency. Supporting the sustainable development of teachers as professionals in the knowledge society is a critical issue in teacher education. Personal knowledge management (PKM) is an intertwined macro-competency that involves cognitive, metacognitive, information, social and learning
Model of knowledge management roles and collectives
Abstract: The term knowledge always implies a relation to its application, a pragmatic connotation 294. Consequently, KM cannot be centralized in an organization e.g., in analogy to the management of capital. The role of a centralized unit is only a coordinating and administrating one. Generally, the most important KM-related instruments have to be applied