Unrelated knowledge networks management: new challenges for the CKO
by Nicolas Rolland
International Journal of Learning and Intellectual Capital (IJLIC), Vol. 1, No. 4, 2004

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.

Online publication date: Mon, 17-Jan-2005

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Learning and Intellectual Capital (IJLIC):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com