Abstract: This is the eighth article in a series, a journey through the domain that is Knowledge Management (KM). In the first article, Theme I – Strategic Considerations, we introduced the need for a “Knowledge Imperative” and the essential ingredients for KM success. Compelling rationales for KM exist. We described the
knowledge leadership
Towards knowledge leadership
Abstract: This paper seeks some answers to the question “What should leaders actually do in their units if they want to support learning which contributes to the capability of the organization”. This study represents one step in conceptualising and empirically examining knowledge leadership. Both qualitative and quantitative methods were used. As a result of
What chief knowledge officers (CKOs) do
Abstract: As companies transform themselves into learning organizations, chief knowledge officers (CKOs) are becoming new features of the senior executive landscape. CKOs are responsible for driving a company’s knowledge management (KM) strategy. For many organizations, hiring a CKO is good way to initiate a KM program. One of the biggest challenges currently facing organizations
Knowledge leaders: a new breed of manager
Abstract: With all the fanfare of a newly sanctioned extreme sport on ESPN, knowledge management has captured the attention of executives throughout the global corporate arena. Those who are succeeding have observed firsthand that knowledge management is much more than an amalgamation of technologies. In contrast, the one thing that frequently distinguishes knowledge management