Abstract—This paper aims to explore how governance of knowledge management (KM) can lead to successful delivery of KM strategic benefits and the critical issues pertaining to it. Through a case study method using secondary data of IBM Corporation, the author argues that KM governance plays a critical role in providing a balance between people, process, and technology in KM strategy. Governance of KM is described as an executive framework which includes authority, strategy development, organizational culture, risk management and evaluation and measurement in relation to KM deployment. In the study, it is revealed that governance mechanisms were fitting to support the realization of KM objectives through decision rights arrangements, culture of intelligent collaboration, and nurturing of communities of practice. Finally, this paper suggests that KM governance evolves toward changes in KM strategy. Further research should investigate how the interplay of IT, business, and KM strategies affect the archetypes of KM governance.
Index Terms—Governance, IBM, knowledge management, strategy.
D. Ardianto is with the Faculty of Information Technology, Monash University, Melbourne, 3145, Australia, on leave from the Directorate General of Taxation, Indonesia (e-mail: danny.ardianto@gmail.com).
Cite: Danny Ardianto, Member, IACSIT, "The Role of Knowledge Management Governance," International Journal of Computer Theory and Engineering vol. 5, no. 1, pp. 133-137, 2013.
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