Abstract: While there has been a trend in recent years for libraries to change their names to be called information or knowledge centres, and librarians have begun to be called by other names, such as knowledge managers, there is a tendency for these new titles and functions to be very poorly defined and the
Line managers as knowledge sharing facilitators
Abstract: As human resource management (HRM) and knowledge management are still new areas of research, if we assume the co‐existence of strategic integration, and devolution of HRM responsibilities to line managers, then we can see that an organisation’s strategic intent could be to maximise the contribution of employee’s knowledge and skills, through creating competitive
Personal Knowledge Management Roles
Abstract: In last month’s article we looked at some fairly simple things you can do with your team to make yourselves more effective in managing knowledge – without the aid of professional knowledge managers or consultants. In fact, you’ll be able to make better use of these professionals for bigger things, once you’ve sorted
Knowledge Officer’s Reflections
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
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