New rationale for the need for CKOs long-term: a systems perspective on observations

Abstract

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.