Abstract: Many KM activities require extensive and unusual expertise. In particular, analysis of knowledge-intensive (K-I) activities — the mental tasks people perform and the mental models they use to deliver work products — is complex and based upon deep insights into what typically takes place in the knowledge worker’s mind during different stages of
Knowledge Management team
Practices of knowledge managers
Abstract: Purpose – This paper aims to look at the practices of those who are in charge of knowledge management in corporations: the knowledge managers. Design/methodology/approach – Using the activity system model, the study observes the work of four knowledge managers embedded in the same organizational context (the company Lafarge).
Handbook for Knowledge Managers
Abstract: The way an organization manages and disseminates its knowledge is key to informed business decision-making, effectiveness and competitive edge. Because knowledge management is not a one-size-fits-all method, you need a framework tailored to your organization and its priorities. The Knowledge Manager’s Handbook takes you step by step through the processes needed to define
Knowledge Management Core Team Job Descriptions
Abstract: As part of APQC’s second Knowledge Management (KM) Advanced Working Group, the APQC research team worked with KM practitioners from leading organizations to create job descriptions for some of the most important positions on an organization’s KM core team: KM leader, KM specialist, KM communication director, and KM IT/business analyst. This document contains
Knowledge Management Implementation Team
Abstract: Creating a knowledge management organisation should be considered in two phases; an implementation phase (the phase of organisational change; transforming the organisation to one which is fully knowledge-enabled) and the steady state phase (once the transformation has been completed). This document describes some issues concerned with selecting an implementation working