TY - JOUR

T1 - KM Governance

T2 - investigating the case of a knowledge intensive research organisation

AU - Schroeder, Andreas

PY - 2007/7/31

Y1 - 2007/7/31

N2 - Purpose– The aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of knowledge management in the organisation.Design/methodology/approach– Case research methodology has been adopted using data obtained from interviews with key personnel involved in the knowledge management of the organisation.Findings– Findings show the particular importance of the centralised structure of the KM function for the creation of synergies among the different KM aspects; and the importance of leadership, communication and coordination to integrate other functions and to promote KM aspects in the organisation.Research limitations/implications– Even though data has been obtained from several interviewees and secondary data, additional interviews with other key players of the KM initiative might have provided additional insights. This study describes a single organisation operating in a particular industry, which limits generaliseability.Practical implications– Of particular importance is the portfolio of functions integrated in the KM Group, the provision of KM leadership, and the communication and coordination processes employed to support the KM initiatives.Originality/value– Research into KM governance and the way in which KM is structured and coordinated in organisations is still relatively new. Little research has looked at the structures and processes behind organisational KM

AB - Purpose– The aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of knowledge management in the organisation.Design/methodology/approach– Case research methodology has been adopted using data obtained from interviews with key personnel involved in the knowledge management of the organisation.Findings– Findings show the particular importance of the centralised structure of the KM function for the creation of synergies among the different KM aspects; and the importance of leadership, communication and coordination to integrate other functions and to promote KM aspects in the organisation.Research limitations/implications– Even though data has been obtained from several interviewees and secondary data, additional interviews with other key players of the KM initiative might have provided additional insights. This study describes a single organisation operating in a particular industry, which limits generaliseability.Practical implications– Of particular importance is the portfolio of functions integrated in the KM Group, the provision of KM leadership, and the communication and coordination processes employed to support the KM initiatives.Originality/value– Research into KM governance and the way in which KM is structured and coordinated in organisations is still relatively new. Little research has looked at the structures and processes behind organisational KM

KW - governance

KW - knowledge management

U2 - 10.1108/17410390710772696

DO - 10.1108/17410390710772696

M3 - Journal article

VL - 20

SP - 414

EP - 431

JO - Journal of Enterprise Information Management

JF - Journal of Enterprise Information Management

SN - 1741-0398

IS - 4

ER -