Abstract: Rationale of study – Most organisations in Kenya face challenges integrating the knowledge management function in their structures due to the lack of a clear understanding of what knowledge managers should do. Consequently, there currently exist varied, unpredictable and often shallow job descriptions associated with knowledge managers. Methodology – The researchers conducted
Abstract: As knowledge management is permeating many organisations, the Chief Knowledge Officer’s position is evolving and is playing a critical role in transforming the organisation into a “learning organisation”. Building a knowledge sharing culture is an important part towards the realisation of knowledge management in the organisation. This paper takes a comprehensive look at
Abstract: This article examines attributes of the CKO position and the backgrounds of the people who fill it. Variations in the prescribed role for the CKO are reviewed, as are CKO critical success factors. One critical knowledge management issue, implicit-to-explicit knowledge conversion, is investigated in some depth to reveal the unique nature of issues
Abstract: Recently, Tom Davenport, a foundational thought leader in knowledge management, posted an article asking “What ever happened to Knowledge Management?” He discusses a number of influences and I recommend you read the article, although there’s plenty there to disagree with. However, if KM is on “life support,” as Davenport
In the Groups.io discussion list of the Systems Integration KM Leaders Community bsvahn99 asks: I am conducting an assessment of KM organization structures as well as developing an updated “customer facing” KM job description for our global group. Would you be willing to share the role/job description for your “customer facing” KMs?