Abstract: The specific tasks of an organization’s Knowledge Manager will depend on the size, needs, and capabilities of that organization. For example, some Knowledge Managers will manage large teams while others will be a one-person department. Generally speaking, Knowledge Managers work cross-functionally with departments and teams to establish company knowledge, improve its functionality, establish
knowledge management skills
US Army Knowledge Management Officer Necessary?
Abstract: The project examined the necessity, and value in assigning knowledge management officers to Army tactical units. Ancillary, supporting research, focused on decision-making, battle command and Army knowledge management. A qualitative methodology, with quantitative aspects was used to analyze, combine and reconcile data obtained through interviews. There were three sample groups with the senior
Qualities of an Effective Knowledge Manager
Abstract: When introducing knowledge management (km) strategy to an organisation, overcoming hurdles and helping people understand km is just the first step. What are the other key qualities of an effective Knowledge Manager? With the help of our km guru, Paul Whiffen, we explore some common km challenges and 7
RealKM Series on “Education and professional accreditation for knowledge managers”
Article series on professional accreditation for knowledge managers published in RealKM: …; CILIP announces the first Chartered Knowledge Manager!; Congratulations to Elena Costello, who has become the first person to be awarded the new chartered status MCLIP Chartered Knowledge Manager; CILIP KM Chartership takes shape!; CILIP professional registration, including Knowledge Management (KM) Chartership, is the ‘keystone’ in a professional career.; CILIP’s Chartered Knowledge Manager: a timely and much needed accreditation? ; Recent efforts by CILIP to create a globally accepted Chartered Knowledge Manager accreditation are timely and tap into a latent demand; The case for professional accreditation of KM ; It is critical that we continue the conversation on accreditation, and work to create momentum; What’s more important for knowledge managers: education, or skills and experience? ; A large proportion of top knowledge managers appear to have reached this level through
Technical competencies in knowledge management and training issues
Abstract: Many organizations have started to adopt knowledge management as one of their strategic initiatives that is to create, retain, share and use the valuable knowledge assets to achieve the organisational objectives. Although knowledge management (KM) is mainly adopted by the private sectors, the Knowledge-based Economy Master Plan, which was launched in 2002 by