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MENU -- [|1. WHAT IS KNOWLEDGE MANAGEMENT?] --  [|2. INDEX OF KNOWLEDGE MANAGEMENT WEBSITES]  [|A]  [|B] [|C]  [|D] [|E]  [|F] [|G]  [|H] [|I]  [|J] [|K]  [|L] [|M]  [|N] [|O]  [|P] [|Q]  [|R] [|S]  [|T] [|U]  [|V] [|W]  [|X] [|Y]  [|Z]  --  [|3. GUIDE TO THIS SITE] WHAT IS KNOWLEDGE MANAGEMENT?

 While [|definitions] for [|knowledge management] abound, in its simplest form it is a method of [|information management] which attempts to control (e.g. – [|measure]) the value of an organisations [|intangible assets], such as [|knowledge assets] and [|intellectual capital], and use them by linking [|knowledge] apparent as [|personal competencies] in [|tacit knowledge] form (e.g. within the personal knowledge of  [|knowledge workers]) and [|explicit knowledge] repositories (e.g. [|information technology] formats) using [|methodology] and [|tools] (e.g. [|information technology] like [|intranets], [|portals], [|yellow pages], and [|social networking]; [|open-book accounting]; [|after action review]; [|employee involvement in decision-making]; [|involving the external environment]; [|auditing and mapping knowledge]; [|communities of practice]; [|just-in-time knowledge management]; and [|best practice] and [|quality] management) to develop an [|intelligent organisation], able to operate in the [|knowledge-based economy], and thereby create a [|competitive advantage] for the organisation. MENU -- [|1. WHAT IS KNOWLEDGE MANAGEMENT?] --  [|2. INDEX OF KNOWLEDGE MANAGEMENT WEBSITES]  [|A]  [|B] [|C]  [|D] [|E]  [|F] [|G]  [|H] [|I]  [|J] [|K]  [|L] [|M]  [|N] [|O]  [|P] [|Q]  [|R] [|S]  [|T] [|U]  [|V] [|W]  [|X] [|Y]  [|Z]  --  [|3. GUIDE TO THIS SITE]

 WHAT ARE SOME OF THE FEATURES WHICH CHARACTERISE KNOWLEDGE MANAGEMENT? 

Researchers (notably [|Verna Allee], [|Chun Wei Choo], [|Thomas Davenport], [|Steve Denning], [|Peter Drucker], [|Jason Frand], [|Brent Gallupe], [|Alain Godbout], [|Dorothy Leonard (-Barton)], [|Yogesh Malhotra], [|Ikijuro Nonaka], [|Michael Polanyi], [|Larry Prusak], [|Melissie Rumizen], [|Ed Schien], [|John Seely-Brown], [|Peter Senge], [|Karl-Eric Svieby], [|Etienne Wenger], and [|Karl Wiig], to name a few), at institutions like the [|Harvard Business School], have investigated the [|philosophy], [|history], [|methodology], and [|tools] for knowledge management, using [|case studies] to develop models for [|knowledge management] which organisations can implement.

For instance, research of human activities, like [|indigenous knowledge management systems] (which have allowed tribal groups to survive in hostile environments with minimal technological assistance for many thousands of years), have taught researchers much about: 1.	The [|collective nature of knowledge]. 2.	How to [|integrate individuals into knowledge management systems] and assist [|knowledge workers] with [|personal knowledge management]. 3.	The development and use of [|social capital]. 4.	A growing area of research into [|storytelling].

[|Knowledge] is assumed to exist as one part of a [|hierarchy] which in order is usually first [|data], which develops into secondly [|information], becomes thirdly [|knowledge], and finally [|wisdom] and (hopefully) [|understanding]. The relatively new appearance of knowledge management (in the last two decades) has caused it to be derided by some as a [|management fad], however, [|knowledge management] has proven itself useful in [|crisis management], and has been adopted as a [|core competency] by many large organisations, especially [|governments], where civilian and military uses of the systems are rapidly gaining acceptance. Management of an organisation is analogous to the management of a [|complex system], where knowledge management is vital for success in the knowledge-based economy, where [|down-sizing and outsourcing] effect organisational [|culture] and [|climate], and [|trust] between workers and management, and between the organisation and the external environment (e.g. end-users), is essential to [|competitive advantage] and organisational success.

As a result, [|courses and training] in the field of [|knowledge management] are rapidly developing, and online resources (e.g. [|internet directories], [|glossaries], [|journals], [|book sales], [|best practice] information, and recent [|trends]) are freely available. MENU -- [|1. WHAT IS KNOWLEDGE MANAGEMENT?] --  [|2. INDEX OF KNOWLEDGE MANAGEMENT WEBSITES]  [|A]  [|B] [|C]  [|D] [|E]  [|F] [|G]  [|H] [|I]  [|J] [|K]  [|L] [|M]  [|N] [|O]  [|P] [|Q]  [|R] [|S]  [|T] [|U]  [|V] [|W]  [|X] [|Y]  [|Z]  --  [|3. GUIDE TO THIS SITE]

 WHAT DOES A CHIEF KNOWLEDGE OFFICER DO? 

[|Knowledge stewards] are key [|knowledge workers] in organisations who adopt work practices (or [|competencies]) which assist in the development and [|sharing of knowledge], and key among these is the [|Chief Knowledge Officer] (CKO), who is employed to undertake the formal development of knowledge management programs. Not to be confused with the [|Chief Information Officer] (CIO) who manages [|information technology], the [|Chief Knowledge Officer] is charged with the task of creating an [|intelligent organisation], that is, an organisation which fosters [|intelligence], [|shared and group creativity], and an [|organisational memory]. Challenges facing the [|Chief Knowledge Officer] (as outlined in the literature, for example [|Melissie Rumizen’s] very good text ‘The Complete Idiot’s Guide Knowledge Management’ ISBN: 0-02-864177-9 – prescribed for the [|Canberra Institute of Technology, Library and Information Services], Knowledge Management course) include: 1.	How to [|capture] [|tacit knowledge] and turn it into [|explicit knowledge], without losing the key features which made the tacit knowledge useful in the first place. 2.	How to develop specific knowledge management [|methodology] (i.e. how to introduce the knowledge management program) which will actually achieve results. 3.	Which of the various [|tools] and theories will suit the organisation (e.g. Is the organisation in need of [|learning communities] to develop a [|learning organisation], or already well developed in its learning and requires connections amongst staff such as communities of practice?) 4.	How to [|measure] and assess the knowledge. 5.	The importance of bringing knowledge management skills to bear when [|managing change], especially in an economic environment of constant economic insecurity and instability. A wide range of [|internet directories] and [|case studies] exist to assist with the change process.

It is contentious whether [|librarians] are the most suitable individuals for the role of [|Chief Knowledge Officer], and certainly [|educators], information technologists (e.g. [|Chief Information Officers]), and even philosophers have skills suitable for the role. MENU -- [|1. WHAT IS KNOWLEDGE MANAGEMENT?] --  [|2. INDEX OF KNOWLEDGE MANAGEMENT WEBSITES]  [|A]  [|B] [|C]  [|D] [|E]  [|F] [|G]  [|H] [|I]  [|J] [|K]  [|L] [|M]  [|N] [|O]  [|P] [|Q]  [|R] [|S]  [|T] [|U]  [|V] [|W]  [|X] [|Y]  [|Z]  --  [|3. GUIDE TO THIS SITE]

 KNOWLEDGE MANAGEMENT IN PRACTICE – SOME EXAMPLES 

[|Communities of Practice] - (CoP).

Importantly, CoP need to develop naturally, and the organisations fostering of [|knowledge sharing] need to be skilfully managed so that organisations can make use of the so-called [|‘wisdom of crowds’]. [|Community organisers] need support, and a wide range of internet directories, [|resources], and [|case studies] exist to help with this. [|Librarians] use of communities of practice is increasing, and very helpful for personal and professional development. Overall, the use of [|information technology] for knowledge management may seem simple, but studies show money can be easily wasted on inappropriate technology.

Some examples are: NLA Wikis, Dashboard – ................https://wiki.nla.gov.au/dashboard.action Teacher Librarian Ning (4772 members in May 2010) – ................http://teacherlibrarian.ning.com/ Library 2.0 (4937 members in May 2010) – ................http://www.library20.org/profiles/members/ ALA Connect – ................http://connect.ala.org/ (also see the ALA on Social Networking ................http://wikis.ala.org/readwriteconnect/index.php/ALA_on_social_networking_sites; and the ALA Wikis ................http://wikis.ala.org/readwriteconnect/index.php/ALA_wikis) The Young Adult Library Services Ning (193 members May 2010) – ................http://yalsasig.ning.com/ Librarians without borders – ................http://lwb-online.org/ India LisLinks Ning – ................http://lislinks.ning.com/

USA Federal Government KM Working Group ................ http://wiki.nasa.gov/cm/wiki/?id=1926 Australian Government GovDex ................ http://www.govdex.gov.au/ Emergency Care Community of Practice ................ http://www.nhmrc.gov.au/nics/programs/emergency/index.htm Sermo ................ http://www.sermo.com/about/introduction MedXCentral ................ http://medxcentral.ning.com/ Public Health Informatics Ning ................ http://publichealthinformatics.ning.com/ MENU -- [|1. WHAT IS KNOWLEDGE MANAGEMENT?] --  [|2. INDEX OF KNOWLEDGE MANAGEMENT WEBSITES]  [|A]  [|B] [|C]  [|D] [|E]  [|F] [|G]  [|H] [|I]  [|J] [|K]  [|L] [|M]  [|N] [|O]  [|P] [|Q]  [|R] [|S]  [|T] [|U]  [|V] [|W]  [|X] [|Y]  [|Z]  --  [|3. GUIDE TO THIS SITE]