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VINE Journal of Information and Knowledge Management Systems
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21 pages
1 file
Purpose: This paper discusses key aspects of knowledge management (KM) education in response to challenges posed by the necessity to improve KM as a discipline and an established professional field. Design/methodology/approach: The paper is based on a systematic review of the current literature. Also, it reports the results of a recent panel held at the 2016 International Conference on Knowledge Management (ICKM). It brings together current literature with thought-provoking panelists' presentations and subsequent debates with the audience. Findings: KM education from the "why, what, who, where and when" perspectives were first addressed and analyzed, and the end result was a reflection on "how" to approach KM education in the future. Research implications: This paper effectively underlines that, KM being a relatively new phenomenon, there is no clear consensus about roles that KM employees should play in an organization, what KM competencies and skills are needed, and where and when these should be obtained. Broad guidelines on how to approach KM education in the future may serve as a basis for further research. Social and practical implications: The study provides suggestions on how place KM in adult education. Originality/value: The paper tackles the research questions through an innovative combination of a systematic literature review and a panel discussion on the topic of KM and education. Overall, the paper provides a fresh view of the state of the art of knowledge and research on the topic, and also shows the common vision of a group of KM researchers and educators.
Knowledge management (KM) is experiencing significant growth, and a good indication of its vitality is the existence of graduate degree programs being offered worldwide. Those programs, though, do not seem to properly cover all the diverse perspectives that contribute to the discipline. This paper takes a first step in the development of comprehensive KM programs, by suggesting a framework that consolidates the content being taught and facilitate the development of future programs. This paper surveys existing KM degree programs, analyse their content, and categorize the topics covered into four perspectives: business, knowledge, technology, and organization. By adding a 'proficiency level' dimension to assess the depth of coverage in each perspective, the paper suggests a visual summary of the content profile of KM programs and courses, giving an immediate clue to the emphasis given. The four perspectives and their topics, the proficiency levels and the content profile are c...
2007
The emerging knowledge economy and society bring new challenges to organizations, managers and workers: the accelerating pace of innovation in products, services and processes; the growing importance of work that requires extensive education, experience and judgment; and the escalating complexity of knowledge, which becomes increasingly distributed and changeable, among others. The field of knowledge management (KM), however young, has attracted contributions from a wide range of disciplines seeking to provide answers to those challenges, and may be a good source of instruction to managers and workers willing to get prepared for them. In this work, we propose a model of individual knowledge management competence to support the education of knowledge managers, understood as general managers capable of dealing with those challenges. A preliminary model was theoretically developed after an extensive review of literature in the KM field and on the concept of competence, and then validated and refined in two ways: first, a questionnaire survey of KM researchers and practitioners, and second, a content analysis of curricula from master's programs in KM. The model explains KM competence as specific combinations of presumed KM-related activities and the individual capabilities required to perform them. It also indicates that those activities and capabilities are strongly dependent on particular perspectives on knowledge and its management. We describe four basic perspectives-information, human, computing, and strategy-that lead to very distinct ways to understand and practice KM. From an information-oriented perspective, knowledge is mostly seen as codified/codifiable content and transferable expertise/experience, and KM usually means to facilitate Chapter 1: Introduction The emerging knowledge economy and society brings new challenges to organizations, managers and workers: the accelerating pace of innovation in products, services and processes; the growing importance of work that requires extensive education, experience and judgment; and the escalating complexity of knowledge, which becomes increasingly distributed and mutable, among many others. The expanding knowledge management (KM) field has attracted contributions from a wide range of disciplines seeking to provide answers to those challenges, and may be a suitable source of instruction to managers and workers willing to get prepared for them. In this work, we propose a model of individual knowledge management competence to support the education of knowledge managers, or general managers capable of dealing with those challenges. We first explore the KM field itself, identifying fundamentally distinct ways to understand knowledge and its management and suggesting that diverse contributions can be understood as combinations of four basic epistemological perspectives: information-, human-, computing-, and strategy-oriented. We examine the concept of competence as well, describing its two complementary aspects that emphasize either individual capability or expected performance, and translate it into the context of KM, proposing a model with three interacting elements: capability set, activity set, and KM perspective. We also investigate graduate KM education, detailing the varied ways in which the idea of KM competence is implemented, most often implicitly, in programs' curricula, and discussing the extent to which the current provision addresses the needs of knowledge managers. Finally, we conclude this work by suggesting profiles of KM competence that better focus on managerial challenges in the knowledge economy and society, and proposing ways to develop them through improved graduate programs.
In 2001 Kent State University established a graduate level program that granted a Master of Science degree in Information Architecture and Knowledge Management. The Knowledge Management concentration was a cornerstone of that degree program. The Knowledge Management concentration has sustained and thrived over the past ten years, though the path has not always been easy or clear. This case study describes the challenges encountered and the solutions developed over the past ten years. The case study discusses nineteen challenges and their solutions, in hopes that other institutions may benefit from Kent State University's lessons learned and successes. The case study highlights issues that arise as an academic program matures, including: curriculum development and design, administrative support and alignment, faculty credentials and credibility, and research support.
There is a growing awareness of the need to harness the organizations’ knowledge assets in order to meet the current k-economy. It is crucial for organizations to be able to tap and map the knowledge within their organizations and this call for the process of defining the knowledge flows and how it could affect the whole range of activities involved in the business and administration of an organization. Knowledge management processes require a team, specifically responsible in conducting the programs, involving certain procedures. A number of organizations in Malaysia have embarked on this program and have met some challenges and success. Knowledge management (KM) programs need concerted effort as it needs to be carried out through the whole spectrum of identifying the organizational objectives, addressing the establishment of the experts, documents and the relationship between the various processes. It would be interesting to see how this process which include knowledge mapping and...
Perspectives, 2001
Several papers have highlighted the need for preparing libraries and information centers and information studies education programs to quickly and appropriately respond to the changes being introduced by the emergence of knowledge-based economy, knowledge ...
Library Review, 2003
Open Education, 2018
The article is devoted to the identification of key features of training specialists in knowledge management and systematization of information sources available to them. The relevance of the subject is related to the growing need for managerial personnel, capable of organizing work with knowledge at the enterprise in order to achieve competitive advantages. The study examined the definitions associated with the management of knowledge in the foreign and domestic literature, analyzed the number of subjects taught in Russian specialized universities, revealed the predominance of non-formal education over education in universities. The phenomenon of teaching knowledge management within the framework of such related disciplines as information technology and personnel management has been studied. The article also systematizes the trends in which knowledge management projects are implemented. Based on the above specifics, it is suggested that the main driver of the development of non-formal education in this area is the entrepreneurial initiative of experts. The directions in which the contribution of Russian science to the development of knowledge management as a discipline is manifested to a special extent are noted. Such are the spheres of intellectual capital and information technologies. The article will be of interest to researchers and practitioners whose professional interests lie in the field of knowledge management. In conclusion, ways of improving education systems in higher education institutions and non-formal education are proposed to increase the competence of all specialists who work in the field of knowledge management.
Springer eBooks, 2004
Knowledge management (the process) and knowledge managers (the people) are recent organizational phenomena. The latter (the knowledge managers) are those key individuals charged with the task of making the former (knowledge management) successful. Due to the recent emergence of these organizational initiatives, a study of knowledge managers-who they are and what they do-was thought to be instructive and revealing as well as being sufficiently current to enable organizations to either adopt or adapt their knowledge management strategy. A survey to reveal the characteristics of knowledge managers as well as knowledge management initiatives was designed and distributed to practicing knowledge managers, primarily from US and Canadian organizations. This chapter, based on the analysis of 41 completed questionnaires, reveals the backgrounds, goals, ambitions, initiatives and challenges as self-assessed by these individuals. By pulling this information together, a profile of a "typical" knowledge manager is presented. The question that remains to be asked is "Are these the most appropriate individuals to lead the KM charge"?
Journal of Information & Knowledge Management, 2013
The academic discipline of Knowledge Management is maturing. The maturity of knowledge management scholarship has been considered as well as its curricular coverage and alignment with the needs of business. This research suggests that a mature academic discipline is grounded on a mature academic programme. The research de¯nes¯ve dimensions of a mature academic discipline, including: (1) curriculum design; (2) nature and coverage of research programmes; (3) faculty credentials and status; (4) academic programme administration; and (5) programme goals. Maturity factors are identi¯ed for each of the¯ve dimensions. In 2012, an open public survey was conducted to determine the level of maturity of academic programmes in knowledge management. The survey results suggest that while there is notable maturity in curriculum design, the remaining four dimensionsresearch, faculty credentials, programme administration and programme goalsare immature. The research suggests that additional focus be given to these maturity factors in terms of standards. The research further suggests that an annual survey is needed to track progress towards a mature academic discipline.
Research on Humanities and Social Sciences, 2020
The instructor of Knowledge Management in Higher Education needs the formation of a systematic process of pedagogical training, which allows him/her to develop his/her skills as an educator. Dealing with adult students does not exempt the university instructor from enabling practical application of the knowledge acquired in the classroom. The background of the study is the pedagogical practice of the authors at a university in the interior of Santa Catarina, one of the three southern Brazilian states. The students are from middle to lower classes, who mostly work during the day to finance their evening studies. Thus, in the teaching of Knowledge Management it is not enough for the instructor to have a mastery of the knowledge related to the subject he teaches. The instructor needs to develop the ability to create teaching material for students and strategies of different teaching methods, such as: the lecture; discussion; simulations and audiovisual resources. Despite all the preparation and planning of the instructor to teach the contents, the primary pedagogical tool is dialogue. The communication between teacher and students waives all the content of a class, because it depends on it that the learning happens.
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