Abstract: LAC Group has published a new e-booklet for LIS students and graduates who want to explore opportunities in the emerging and dynamic field of knowledge management. Knowledge management careers contains descriptions of different career paths in knowledge management (KM) and first-person advice from knowledge managers working for LAC Group in various organizations.
Working Papers
Working papers relevant to Knowledge Management education and the Knowledge Management career profile
Leadership driving knowledge management behaviours
Abstract: Leaders exert a considerable influence on their organisations’ knowledge management characteristics. Leaders’ behaviour can determine the extent to which knowledge is sought for, learned, retained and shared. Positive leadership practices reinforce good knowledge management; negative leadership practices undermine it. Research by Henley’s Knowledge Management Forum has drawn on 12 positive leadership practices
Effective knowledge activists
Abstract: In organisations where knowledge management is fundamental to business success, ‘knowledge activists’ play an important part in underpinning that success. Recent research highlights nine key characteristics, skills and behaviour traits of effective knowledge activists, showing how best to recruit and develop such people. By exploiting these insights, organisations can further leverage the
US Army Knowledge Management Officer Necessary?
Abstract: The project examined the necessity, and value in assigning knowledge management officers to Army tactical units. Ancillary, supporting research, focused on decision-making, battle command and Army knowledge management. A qualitative methodology, with quantitative aspects was used to analyze, combine and reconcile data obtained through interviews. There were three sample groups with the senior
Alternatives to Officers and Chiefs of Knowledge
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