KM People 2021

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Knowledge Management
LLSMF 2011 - Part 3. People dimension
Prof. Julie Hermans
Louvain School of Management
Academic Year 2020-2021
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A Pentagonal Framework for KM
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Strategy
Processes &
Organization
People
Technology
Culture
Intellectual Capital
Knowledge
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Part 3. People Dimension
Part 1. Conceptual Perspective
Definitions of Knowledge, Knowledge Management and Organisational Learning
Part 2. The Strategy dimension
Distinction between Knowledge strategy and Knowledge Management strategy
Part 3. The People dimension
Aligning HRM practices and Knowledge strategies
Part 4. The Technology dimension
Describing IT-oriented Tools to support a Knowledge Implementation
Part 5. The Process dimension
Process modelling methods & Impact of knowledge management on Innovation
Part 6. The Culture dimension
Developing an organizational culture fostering Knowledge sharing
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Group Presentation
https://www.wooclap.com/ANCDIN
Group G –Theory
Group A –Discutant Theory
Group D –Practice
Group F –Discutant Practice
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Content
1. Who are the Actors?
Who is in charge of what?
Knowledge strategy, Knowledge Management Strategy
Knowledge Share, Use, Disseminate, Codify, Protect, …
Decision, Support, Sponsor, Evaluation, Action, …
2. How roles are organised within the firm ?
3. What’s the role of Human Resources Management ?
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1. Actors in Knowledge Management
Who is in charge of what ?
▪CEO
▪CFO
▪Human Resources Manager
▪CKO: Chief Knowledge Officer
▪Business development,
Marketing, IT, R&D, …
Managers
▪Projects managers (voice)
▪Documentalist, archivist
▪…
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Decision makers
Actors:
individual &
communities
Facilitators
/sponsors
“Managing knowledge should be everybody’s business”
(Davenport & Prusak 1998, p108)
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1.a Individuals
▪Chief Knowledge Officer is (Ward, CKO of NatWest Markets 2001)
◼Cartographer : mapping expertise and making connections (link with Strategy and K mapping)
◼Geologist : drilling into specific areas and applying tools
◼Sparkplug: igniting an awareness of the need to change
◼Architect : designing the physical and cultural environment
▪CKO has to (Davenport & Pruzak, 1998, p 114 )
◼Be an advocate or evangelist for knowledge and learning –voice climate
◼Play a leading role in the design and implementation of a company’s knowledge architectures
◼Have expertise in disciplines like business reengineering, innovative IT, change management, KM :
Transversal work!
▪Knowledge project manager:
◼Project management functions +CKO skills & competence !
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(Earl and scott, 1999; Bontis, 2001) (Oldham and Maclean, 1997; von Malmborg, 2004)
Some typical examples of KM job titles as
seen on internet
Chief Knowledge officer
Knowledge Management Advisor
Knowledge manager
Knowledge broker
Knowledge consultant
Knowledge management specialist
Knowledge coordinator
Knowledge Management Content
Manager
Director of knowledge management
Knowledge department manager
Knowledge economist
Knowledge resources librarian
Knowledge administrator
Knowledge management project
manager
Chief Learning Officer
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Inspired from A. Jashapara 2004, http://www.indeed.com/q-Knowledge-Manager-jobs.html retrieved March 2018, Douglas, R. C. (2015). The chief learning officer:
pursuing a grounded theory of executive leadership at the top of the human resource development field (Doctoral dissertation, Centre for Labour Market Studies).
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