KM Among Academics: Do as I teach not as I do

This paper seeks to investigate the relationship between knowledge management and creative individuals in the workplace. Since academic staff are often considered to be creative- and conceptual thinkers, academic staff and managerial University staff were approached for their views on knowledge sharing procedures within a University. The findings indicate that academics prefer informal knowledge sharing environments with peers and they seem to be reluctant towards formal structures and predefined rules to share knowledge. We also found that academics must perceive clear personal advantages before embracing the use of workplace-provided ICTs. This paper concludes with a summary of the findings and recommendations for future research

Towards a framework for understanding km governance : 28th International Conference on Information Systems, ICIS 2007

This paper contributes to KM research by building a framework for analyzing governance arrangements of KM programs and by exploring the relationship between the organizations and their KM approach. Multiple case research is employed in order to identify the mechanisms used by 12 international organizations to govern their KM programs. The research identifies a range of structural, process and relational aspects which contribute to the governance of the KM programs. These aspects are integrated into a KM governance framework. The suggested framework extends current IT based frameworks by integrating KM specific governance aspects. Findings include the low use of formal governance processes and the high dependence on relational mechanisms to guide the KM programs. Moreover, relationships are identified between the KM governance configuration and the size, structure and industry type of the organizations. Recommendations are made for further use of the KM governance framework