Abstract: Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations.
Frada Burstein, Simran Sohal, Suzanne Zyngier and Amrik S Sohal: Understanding of knowledge management roles and responsibilities: a study in the Australian context. Knowledge Management Research & Practice 8(1), 76-88 (March 2010)
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- Burstein F, Sohal S: Knowledge Management Leadership In Australia: The Understanding Of Knowledge Management Roles & Responsibilities. In: Shashidhar Kaparthi (ed.): eProceedings of the 9th International Conference on Decision Support Systems (ICDSS 2007). Paper 11. Purchase from publisher ».