Five Ws and one H in knowledge management education

Abstract

Purpose The purpose of this paper is to discuss key aspects of knowledge management (KM) education in response to challenges posed by the necessity to improve KM as a discipline and an established professional field. Design/methodology/approach The paper is based on a systematic review of the current literature. This review was used as input in a recent panel held at the 2016 International Conference on Knowledge Management (ICKM). The paper brings together current literature with thought-provoking panelists’ presentations and subsequent debates with the audience. Findings KM education from the “why, what, who, where and when” perspectives were first addressed and analyzed, and the end result was a reflection on “how” to approach KM education in the future. Research limitations/implications This paper effectively underlines that, KM being a relatively new phenomenon, there is no clear consensus about roles that KM employees should play in an organization, what KM competencies and skills are needed, and where and when these should be obtained. Broad guidelines on how to approach KM education in the future may serve as a basis for further research. Practical implications The study provides suggestions on how to place KM in adult education. Originality/value The paper tackles the research questions through an innovative combination of a systematic literature review and a panel discussion on the topic of KM and education. Overall, the paper provides a fresh view of the state of the art of knowledge and research on the topic and also shows the common vision of a group of KM researchers and educators.

Motivational Factors Affecting Knowledge Sharing in Steel Industry Supply Chain: A Mixed Qualitative-Quantitative Method Analysis

“…How corporations should plan their KM activities is a vital issue (Bolisani et al, 2017 ), and recognition of KM as a strategic element of today’s competitiveness is increasing. This leads to an increasing necessity of KM capabilities and, thus, for education and training courses where existing and future business managers can learn the fundamental dimensions of KM (Handzic et al, 2017 ). As companies in SCs are strictly interconnected to one another, techniques and technologies and motivations to manage knowledge optimally become integrated with SC management systems to monitor operational and environmental performances (Wernik et al, 2008 ) as well as to produce innovations that are economically fruitful and environmentally respectful.…”