Documents disponibles écrits par cet auteur

Knowledge management governance – a strategic driver / Suzanne Zyngier in Knowledge management research and practice, Vol. 9 N° 2 (Juin 2011) 

Public ISBD [article]  in Knowledge management research and practice > Vol. 9 N° 2 (Juin 2011) . - pp. 136 - 150 Titre : Knowledge management governance – a strategic driver Type de document : texte imprimé Auteurs : Suzanne Zyngier, Auteur ; Krishna Venkitachalam, Auteur Année de publication : 2011 Article en page(s) : pp. 136 - 150 Note générale : Management Langues : Anglais (eng) Mots-clés : KM  governance  KM  strategy  Alignment  Implementation Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of knowledge through strategically aligned, governed, transparent activity. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v9/n2/abs/kmrp20115a.html [article] Knowledge management governance – a strategic driver [texte imprimé] / Suzanne Zyngier, Auteur ; Krishna Venkitachalam, Auteur . - 2011 . - pp. 136 - 150. Management Langues : Anglais (eng) in Knowledge management research and practice > Vol. 9 N° 2 (Juin 2011) . - pp. 136 - 150 Mots-clés : KM  governance  KM  strategy  Alignment  Implementation Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of knowledge through strategically aligned, governed, transparent activity. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v9/n2/abs/kmrp20115a.html

Understanding of knowledge management roles and responsibilities / Frada Burstein in Knowledge management research and practice, Vol. 8 N° 1 (Mars 2010) 

Public ISBD [article]  in Knowledge management research and practice > Vol. 8 N° 1 (Mars 2010) . - pp. 76-88 Titre : Understanding of knowledge management roles and responsibilities : A study in the Australian context Type de document : texte imprimé Auteurs : Frada Burstein, Auteur ; Simran Sohal, Auteur ; Suzanne Zyngier, Auteur Année de publication : 2011 Article en page(s) : pp. 76-88 Note générale : Management Langues : Anglais (eng) Mots-clés : Knowledge  management  practice  Knowledge  management  strategy  Core  competences  Leadership  Survey Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v8/n1/index.html [article] Understanding of knowledge management roles and responsibilities : A study in the Australian context [texte imprimé] / Frada Burstein, Auteur ; Simran Sohal, Auteur ; Suzanne Zyngier, Auteur . - 2011 . - pp. 76-88. Management Langues : Anglais (eng) in Knowledge management research and practice > Vol. 8 N° 1 (Mars 2010) . - pp. 76-88 Mots-clés : Knowledge  management  practice  Knowledge  management  strategy  Core  competences  Leadership  Survey Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v8/n1/index.html