Abstract: The observation that KM is more about people and organizational culture than it is about IT is common currency in our field. That observation is translated into a variety of prescriptive forms—don’t leave KM to the IT folks, don’t assume that if you build it they will come, recognize the importance of social
Don’t Look to Certification Bodies for Knowledge Management Professionals
Purchase from publisher » Daniel W. Rasmus: Don’t Look to Certification Bodies
What chief knowledge officers (CKOs) do
Abstract: As companies transform themselves into learning organizations, chief knowledge officers (CKOs) are becoming new features of the senior executive landscape. CKOs are responsible for driving a company’s knowledge management (KM) strategy. For many organizations, hiring a CKO is good way to initiate a KM program. One of the biggest challenges currently facing organizations
Choosing the right leader for knowledge initiatives
Abstract: Choosing the right leader for knowledge initiatives is a crucial first step When the concept of knowledge management was new, it was common for an advocate or two–often employees associated with information technology–to introduce it into the enterprise. But now, as ideas about knowledge energize business strategies, companies are giving
Analysis of job advertisements for information and knowledge managers
Abstract: The article is a report of an investigation of the business/practical world ’s perspective of the role and responsibilities of the information and knowledge manager and the analysis of the findings against a theoretical/academic background. Information about employment opportunities and requirements for the position of information and knowledge managers was extracted from job