Abstract: The term knowledge always implies a relation to its application, a pragmatic connotation 294. Consequently, KM cannot be centralized in an organization e.g., in analogy to the management of capital. The role of a centralized unit is only a coordinating and administrating one. Generally, the most important KM-related instruments have to be applied as close to where the knowledge is needed as possible, which is directly in the functional departments or projects. Thus, many organizations, especially the professional services companies, have established KM-related roles which are distributed throughout the organization. Figure B-23 gives an overview of KM roles which have been either suggested in the literature 295 or mentioned in the interviews as part of the empirical study (see part C)… The KM roles depicted in Figure B-23 and the collectives are discussed in detail in the following.
Maier, R.: Knowledge management roles. in: Maier, R.: Knowledge Management Systems: Information and Communication Technologies for Knowledge Management (Third Edition). Springer, 2007: 175-190.
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