Authors: Nicolas Rolland
Addresses: Ceram Sophia-Antipolis, rue Dostoiesvski BP 085, 06902 Sophia Antipolis Cedex, France
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.
International Journal of Learning and Intellectual Capital, 2004 Vol.1 No.4, pp.393 - 404
Published online: 17 Jan 2005 *Full-text access for editors Access for subscribers Purchase this article Comment on this article