Abstract: The paper recounts the observations of the author, following his appointment as a full time Knowledge Officer within the UK’s Defence Science and Technology Laboratory, Dstl. The author was charged with the task of implementing a Knowledge Management (KM) programme within one part of the organisation. During his appointment, the author came into
KMedu Resources
Literature, media, communities, links, etc. relevant to Knowledge Management education and the Knowledge Management career profile
KMCI Position Statement on Knowledge Management Standards and “Certification” Programs
Abstract: Some individuals and organizations around the world have begun work on KM standards formulation. These include the Global Knowledge Economics Council (GKEC) with ANSI accreditation in the United States, the British Standards Institute (BSI) in the UK, the Comité Européen de Normalisation (CEN) and the European Commission’s KnowledgeBoard Framework and Standards SIG on
Career Opportunities in Knowledge Management (ICASIT’s KMCentral)
Abstract: This section presents a list of career opportunities in the field of knowledge management. The information presented includes an overview of the types of job titles, experience, skills, qualifications, and salaries that one can expect to find in the field of knowledge management. Additionally, samples job descriptions for each job type are
Impact of transformational and transactional leadership on organizational knowledge
Abstract: Strategy scholars have argued that managing knowledge effectively can provide firms with sustainable competitive advantages. Leaders are central to the process of managing knowledge effectively. Managing knowledge includes three key processes: creating, sharing, and exploiting knowledge. Leaders are central to each of these processes at multiple levels of the firm. Examining the role
Knowledge Management professionals in blue chip companies
Abstract: The objective of this paper was to explore the role of a Knowledge Management professional in today’s blue chip companies, to examine if and how the KM professionals differ from each other, and if Knowledge Management professionals on the whole match the earlier proposed models of an ‘ideal’ KM professional. The findings suggested