Unrelated knowledge networks management: new challenges for the CKO

Nicolas Rolland

International Journal of Learning and Intellectual Capital, 2004, vol. 1, issue 4, 393-404

Abstract: This paper takes up the challenge of analysing how firms manage their knowledge networks to leverage the management positively and the creation of organisational knowledge; and to find out what are the new challenges for the Chief Knowledge Officer (CKO) in this new context. Based on a qualitative research method, the empirical study stresses that the CKO's new roles are based on the management of knowledge networks and especially on increasing unrelated knowledge networks. This implies that there are problems in constellation of knowledge networks management. Firms that have successfully maximised knowledge organisationally are those where the CKO's actions fit with their main new roles: the identification of knowledge networks; the identification of mediators in each networks and their connection; the connection of each mediator in a communities of practice.

Keywords: knowledge management; knowledge networks; CKO; Chief Knowledge Officer; complexity management. (search for similar items in EconPapers)
Date: 2004
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=5990 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijlica:v:1:y:2004:i:4:p:393-404

Access Statistics for this article

More articles in International Journal of Learning and Intellectual Capital from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().