Abstract: Lately I’m increasingly convinced that without a Chief Knowledge Officer, KM is not likely to go very far in organisations. The KM function tends to be placed at mid level, obscured within a broader corporate function like Organisation Development. Seldom does it report directly to a senior manager. Even when it does, the
human resources management
Knowledge Governance Approach
Abstract: The ‘knowledge governance approach’ is characterized as a distinctive, emerging approach that cuts across the fields of knowledge management, organization studies, strategy and human resource management. Knowledge governance is taken up with how the deployment of governance mechanisms influences knowledge processes, such as sharing, retaining and creating knowledge. It insists on clear micro
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
Attributes of information service professionals for information and knowledge management
Abstract: A value learned by information service professionals in ‘information studies’ is the belief that the key to empowering people is sharing expertise and information, and collaborating across organisational boundaries and functional units. This belief has become part of the information professional’s ‘culture’, part of our value system – the normal and accepted way