Abstract: The existing literature on Chief Knowledge Officers (CKOs) focuses on individual characteristics and organizational context but fails to convincingly address the issue of process dynamics in terms of effective and ineffective CKO moves and strategies. In order to address this gap we review propositions from the management fashion, diffusion of innovations and issue
line management
Line managers as knowledge sharing facilitators
Abstract: As human resource management (HRM) and knowledge management are still new areas of research, if we assume the co‐existence of strategic integration, and devolution of HRM responsibilities to line managers, then we can see that an organisation’s strategic intent could be to maximise the contribution of employee’s knowledge and skills, through creating competitive