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Purpose: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach: This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings: This paper acknowledges that knowledge management should form an integral part of business processes as a strategic tool. Originality/value: The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format. [ABSTRACT FROM AUTHOR]

The purpose of this empirical research study is test the relationship between strategic intent (mission, vision and goals) intellectual capital (i.e. human capital, structural capital, relational capital), and business performance targeting the sample of CKOs of 30 technology firms in the United States. A research instrument was developed from prior research and used to survey 30 CKO, CIO and VP of Knowledge Management executives from a random sample by CKO, CIO and VP of Knowledge Management title. The research approach was a correlation/multiple regression. Strong statistical support was found for the hypothesized relationships. Research limitations/implications -The sampling was a convenience sample and may not represent all CKOs in all industries. Practical implications - Intellectual capital measurement is of primary interest for senior executives of a cross section of firms in the USA and this sample is a basis for a larger study. Originality/value - The research reported is the first to investigate the issue of intellectual capital from a cross section of CKOs and other knowledge titled executives in the USA and the first to study directly the intellectual capital issue from the CKO viewpoint which is from the strategic intent perspective. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to clarify the need for Chief Knowledge Officers (CKOs) and explain how some recent views on competencies for educational guidelines, a Knowledge Management (KM) competency model and expansion of practice management concepts make the need for CKOs clearer. Design/methodology/approach - This viewpoint was developed in response to recent publications disparaging the idea of a CKO. The method used was to extract ideas from published and in-work papers to establish the basis for and explain the postulated Unified Competency Theory of KM and its implications regarding the need for CKOs. Findings - CKOs are needed to ensure that all organizationally relevant functions' knowledge and KM assessments and/or audits are individually complete and collectively sufficient. A risk/opportunity management role also provides justification. Research limitations/implications - This paper mainly limits its discussion to the papers that comprise research leading to the Unified Competency Theory of KM, its implications and an updated practice management model. Other points of view that might substantiate or refute the conclusions have not been addressed. Practical implications - The KM field needs to better identify KM's risk and opportunity management role and functional imperative. Organizations may need to reevaluate their directions with regards to KM and a CKO. Originality/value - It extends the concept of practice management to permit differentiating disciplines. It provides new rationale for CKOs. [ABSTRACT FROM AUTHOR]

This paper addresses the need to appoint a chief knowledge officer (CKO) in an organisation and where that position be placed within the organisation structure. It also presents a comprehensive review of the literature in an attempt to answer the question regarding the elements: attributes and responsibilities of the CKO, and organisational conditions that contribute to the CKO success. Moreover, this paper highlights the role of the effective CKO in facilitating knowledge management (KM). Finally, this paper addresses the challenges that the CKO may encounter and forecasts what will be tomorrow's CKO. The approach of this paper is based on an intensive and comprehensive literature review that aim to study the CKO position and address different aspects related to the real potential of the CKO's role that is, transforming intellectual capital into profit. An integrative conceptual research model is adopted and modified to encompass the CKO attributes, responsibilities, and organisational conditions that contribute to the CKO success and his/her role in facilitating KM. Both quantitative and qualitative studies that addressed related aspect to CKO have been reviewed. From these studies it can be concluded that the primary role of the CKO is to convert knowledge into profit by leveraging the organisation's intellectual assets through facilitating KM. This study is probably one of the first studies to introduce a research model that delineates and integrates multiple issues that contribute to the success of the CKO and comprehensively present a detailed literature about this position. The findings of this paper have implications for both academicians and organisational executives. [ABSTRACT FROM AUTHOR]

Purpose – The main aim of this paper is to investigate the potential of Cloud Computing as a multilayer integrative collaboration space for knowledge acquisition, nurturing and sharing. The paper will pinpoint benefits and challenges of Cloud Computing in satisfying the new techno-sociological requirements of the knowledge society through the provision of information technology (IT) green services. Furthermore, the article calls for the engagement of researchers to generate additional discussion and dialog in this emerging and challenging area. Design/methodology/approach – The paper applies a conceptual analysis to explore the utilization of the Cloud ecosystem as a new platform for knowledge management (KM) technologies characterized by environmental and economic benefits. Findings – This paper reveals the emergence of a new layer in the Cloud stack known as Knowledge Management-as-a-Service. The article discusses how KM has the opportunity to evolve in synergy with Cloud Computing technologies using the modified Metcalfe’s law, while simultaneously pursuing other benefits. This research reveals that if Cloud Computing is successfully deployed, it will contribute to the efficient use of the under-utilized computing resources and enable a low carbon economy. However, challenges such as security, information overload and legal issues must be addressed by researchers before Cloud Computing becomes the de facto KM platform. Originality/value – While the technical, legal and environmental complications of Cloud Computing have received the attention warranted, the KM concepts and implementation facets within the realm of the knowledge society have not yet received adequate consideration. This paper provides enterprise KM architects, planners, chief information officers (CIOs) and chief knowledge officers (CKOs) with a comprehensive review of the critical issues, many of which are often overlooked or treated in a fragmented manner within the Cloud environment. [ABSTRACT FROM AUTHOR]

This essay critically considers two corporate executive positions: the Chief Knowledge Officer (CKO) and the Chief Learning Officer (CLO). I argue that these positions are key instantiations of noopower, or power over thoughts, perceptions, and memories. Theorized by Deleuze, Arquila and Ronfeldt, and Lazzarato, noopower is an assemblage of older forms of power such as sovereign and disciplinary power into a new form that is prevalent in a time where knowledge, perceptions, and images are the hegemonic forms of value. This essay traces the CKO and CLO literatures' theorization and suggested deployment of this form of power in global corporations. [ABSTRACT FROM AUTHOR]