Abstract: A disparity seems to exist between the expectations that librarians have of education for the knowledge organization (KO) and what is taught in accredited master’s programs across the United States and Canada. Analysis of official competencies, AUTOCAT discussion list postings, previous studies, and LIS curricula suggests that although many practitioners express this mismatch,
Knowledge Management Professional Society (KMPro) near-implosion
Abstract: Patrick Lambe has self-published a piece he calls Money, Testosterone and Knowledge Management (pdf). This is how he introduces it on his blog: This article chronicles an acrimonious schism in the KM association KM Pro in late 2004, and puts it into the context of other KM association schisms
Demystifying the Chief Knowledge Officer (CKO)
Abstract: This is the eighth article in a series, a journey through the domain that is Knowledge Management (KM). In the first article, Theme I – Strategic Considerations, we introduced the need for a “Knowledge Imperative” and the essential ingredients for KM success. Compelling rationales for KM exist. We described the
Knowledge Manager in Knowledge Product Development
Abstract: Organization that do not operate upon knowledge unmistakably do partial optimal utilisation of resources. Knowledge, infact, has become the synonym for intellectual efforts of the members of the organization to develop products, provide customer satisfaction and sustaining existence through knowledge-managed growth levels. Capable new technologies have overtaken the conventional business practices driven by
Career in Knowledge Management?
Abstract: The management of information and knowledge is important for every organization whether or not the senior management refers to it explicitly as knowledge management (KM). In every company that takes KM seriously, managers at all levels are expected to facilitate and enhance knowledge flow within his team, and between his team and other