Abstract: This chapter introduces a framework for analyzing governance arrangements of KM programs. The framework is used to analyze the organizational structures, processes and relational mechanisms, including leadership matters, which guide the KM program of a large European corporation. The analysis focuses on the issues KM leaders and staff encounter in defining their KM
knowledge management function
Chief Knowledge Officer Necessary!
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