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Does KM Governance = KM Success?: Insights from a Global KM Survey

Does KM Governance = KM Success?: Insights from a Global KM Survey

ISBN13: 9781605667096|ISBN10: 1605667099|EISBN13: 9781605667102
DOI: 10.4018/978-1-60566-709-6.ch004
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MLA

Zyngier, Suzanne. "Does KM Governance = KM Success?: Insights from a Global KM Survey." Strategies for Knowledge Management Success: Exploring Organizational Efficacy, edited by Murray E. Jennex and Stefan Smolnik, IGI Global, 2011, pp. 51-73. https://doi.org/10.4018/978-1-60566-709-6.ch004

APA

Zyngier, S. (2011). Does KM Governance = KM Success?: Insights from a Global KM Survey. In M. Jennex & S. Smolnik (Eds.), Strategies for Knowledge Management Success: Exploring Organizational Efficacy (pp. 51-73). IGI Global. https://doi.org/10.4018/978-1-60566-709-6.ch004

Chicago

Zyngier, Suzanne. "Does KM Governance = KM Success?: Insights from a Global KM Survey." In Strategies for Knowledge Management Success: Exploring Organizational Efficacy, edited by Murray E. Jennex and Stefan Smolnik, 51-73. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-60566-709-6.ch004

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Abstract

This chapter examines factors that contribute to KM success by differentiating between KM leadership through management and through governance. We look at governance as a structural mechanism that both embeds KM into organizational activity, and lifts it from a series of initiatives to a structured program of activities that are subject to authority, policy, risk management, financial fiduciary duty, and evaluation. Using evidence from 214 respondents to a global internet based KM survey; we find that having a recognized and defined authority for KM that is well-resourced leads to strategically aligned benefits realized from investment in KM. We demonstrate that governance through assigned authority strongly contributes to strategic KM success.

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