102 Zyngier, Burstein, and McKay
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LESSONS LEARNED
- KM governance must be constructed as a formal structure that is representative
of stakeholder interests and that both informs and is informed by the KM strategy.
The participation of a number of key stakeholders in the IMKM Board ensured
commitment of all those parties to the process, to policy development, and to the
eventual implementation of strategies developed. - In managing risk, the governance mechanism ensures the delivery of anticipated
benefits on KM in an ongoing process that is quality assured, fiscally viable, meets
goals and strategic objectives, and is responsive to changing requirements of
organization and staff. Through the establishment of the IMKM governance board,
the STDO was able to harness existing knowledge-sharing practices and to
evaluate, extend, and strengthen them specifically to target both tacit and explicit
knowledge sharing activities. It, therefore, meets organizational needs for the
creation, dissemination, and utilization of knowledge. - Governance processes control and confirm the fiscal accountability of a KM
strategy. By requiring measurement of outcomes against aims and objectives that
could be proved at the highest level of organizational governance, KM governance
processes confirmed the organizational value of expenditure on knowledge man-
agement for the STDO. - In an organizational environment of the limited resources for the KM strategy, the
IMKM Board is able to devise policies that are in accord with organizational aims
and objectives, and report these back at the highest level of organizational control.
In implementing KM governance processes, STDO was able to prioritize its future
steps of strategy implementation and at the same time demonstrate the worth of its
activity to the organization as a whole.
FURTHER READING
Earl, M.J., & Scott, I.A. (1999). What is a chief knowledge officer? Sloan Management
Review, 40(2), 29.
Holsapple, C.W., & Joshi, K.D. (2002). Knowledge management: A threefold framework.
The Information Society, (18), 47-64.
IT Governance Institute, & COBIT Steering Committee. (2000). COBIT framework (3rd
ed.). Rolling Meadows, IL: IT Governance Institute.
Kelleher, D., & Levene, S. (2001). Knowledge management: A guide to good practice.
London: British Standards Association.
Oxbrow, N., & Hart, C. (2003). The knowledge proposition. London: TFPL.
Wiig, K.M. (1997). Knowledge management: An introduction and perspective. Journal
of Knowledge Management, 1(1), 6-14.
Zyngier, S., Burstein, F., & McKay, J. (2004, ). Knowledge management governance: A
multifaceted approach to organizational decision and innovation support. Paper
presented at the 2004 IFIP International Conference on Decision Support
Systems (DSS2004), Decision Support in an Uncertain World, Prato, Italy.