Abstract: There is no right way to organize for delivery of knowledge management. Much depends on the existing structures and responsibilities that already exist within an organization. We have already considered the role of the knowledge leader. But what kind of organization does he or she need in support? We consider in turn:
Knowledge Management team
Knowledge Professional’s Role in Knowledge Management
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
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