Abstract: The role of the chief knowledge officer (CKO) within organisations has grown in importance. The information management literature has discussed the notion of CKO, but has not effectively addressed the rationale behind the creation of CKO position in an innovation firm. This paper explores the need for and value of a CKO by
organisational knowledge
Global Tacit Knowledge Management Forum (Global TKM Forum)*
The Global Tacit Knowledge Management Forum (Global TKM Forum; Chinese: 全球隱性知識管理論壇), formerly the Tacit Knowledge Management Davos Forum (Chinese: 隱性知識管理達沃斯論壇), formerly the Global Organizational Tacit Knowledge Management Forum (GO-TKM Forum; Chinese: 全球組織隱性知識管理論壇), is organized by the Global Think-Tank for Organizational Tacit Knowledge Management (GO-TKM) or MentoringCo. It brings together leading tacit Knowledge Management experts and
Global Think-Tank for Organizational Tacit Knowledge Management (GO-TKM)
The Global Think-Tank for Organizational Tacit Knowledge Management (GO-TKM; official name: Global Think-Tank of Organizational Tacit Knowledge Management; working title: Global Organizational Tacit Knowledge Management Association), initiated by MentoringCo1), China, and registered in Belgium, offers the following Knowledge Management education and training
Cranfield University*
Cranfield University, formerly the Cranfield Institute of Technology and the College of Aeronautics (CoA), has offered the following Knowledge Management education and training
Information professionals working with knowledge
Abstract: In order to manage knowledge, we need to understand the nature of knowledge in organisations. It is helpful to distinguish between three categories of organisational knowledge: tacit knowledge, explicit knowledge, and cultural knowledge. Tacit knowledge is personal knowledge, explicit knowledge is codified knowledge, and cultural knowledge is based on shared beliefs. We use