Abstract: Good knowledge management is a huge success factor for both employees and customers. Unfortunately, it’s not something that happens spontaneously. Someone has to take the initiative to get things started and then maintain those processes once they’ve been established. The best way for a company to do this is to appoint one of
KM responsibilities
The Knowledge Strategist
Abstract: The knowledge strategist is critical to successful knowledge sharing in the organization. The organization’s effectiveness begins with an enterprise-wide knowledge culture, built on a knowledge strategy supported by successful KD/KS/KU, the operational result of the knowledge services strategic framework. The knowledge strategy matches the company’s management strategy, and to achieve KD/KS/KU success and ensure
Public-Sector Chief Knowledge Officer
Abstract: A number of uncertainties continue to plague the practice of knowledge management (KM) in both the private and the public sectors. These uncertainties may be exercising a braking effect on more widespread adoption of KM departments and functions. Among the more salient ambiguities is lack of consensus on exactly what KM is, and
What knowledge managers really manage
Abstract: In the literature, with the idea of knowledge as perceptive and as a commodity, which can be codified, stored, and easily transmitted (Chiva and Alegre, 2005), the goal of knowledge management is to capture, utilize, and leverage knowledge via the application of information and communication technologies for the benefit of the organization (Vera
The Chief Knowledge Officer has a key role!
Abstract: The subject of intellectual capital has been discussed by many organizations, and defined by some. Yet very few individuals understand intellectual capital, and almost no one has been able, formally at least, to put a value on it. That’s why knowledge management (KM)–how an organization makes use of its intellectual capital–is one of