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To establish and sustain their KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs.

The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations.

The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies.

The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations.

The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re‐organisation efforts.

Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

KM governance plays a vital role in KM strategy planning and its implementation. Despite the importance of KM governance, empirical research in this area so far has been limited. This research seeks to show how a federated and self‐governance framework enabled effective KM strategy planning and implementation in a captive offshoring unit in India.

The approach takes the form of an in‐depth study of KM strategy planning and implementation process in a captive offshore unit of a leading financial services company, using the case research method.

The research shows that a KM program, driven by a federated governance for strategizing and a self‐governance for implementation, results in successful adoption, practice and sustenance of organization‐wide KM. In addition, self‐governance has also helped the organization to achieve an efficient single‐person‐driven KM function to manage the entire KM program. KM function should be reporting to a governance committee (chosen from across the business units of the organization) rather than a single leadership position.

The findings are based on a study of a single organization and therefore it may have limitations in its applicability in other settings. However, it brings out the importance of federated and self‐governance in effective and efficient KM strategy planning and implementation. A KM council, comprising the CEO, BU heads, and the CKO to spearhead the entire strategy planning helps in successful KM strategy implementation. It suggests that the commitment of senior management and functional managers can be achieved by suitably linking their contribution to KM with their goals and KRAs.

To make the KM program successful, organization‐wide KM governance has to precede strategy. The research shows how the Balanced Score Card may be used to align KM initiatives with the business strategy. Ownership among the senior managers and heads of business units can be achieved by making their contribution to KM part of their KRAs. The KM head (CKO) should be reporting to the governance committee rather than a single leadership position.

The research paper provides both theoretical and practical insights into how federated and self‐governance as an approach for KM governance enables effective and efficient KM strategy planning and implementation.

The aim of the research is to identify the knowledge management (KM) governance configuration of an organisation and to investigate its impact on the development of knowledge management in the organisation.

Case research methodology has been adopted using data obtained from interviews with key personnel involved in the knowledge management of the organisation.

Findings show the particular importance of the centralised structure of the KM function for the creation of synergies among the different KM aspects; and the importance of leadership, communication and coordination to integrate other functions and to promote KM aspects in the organisation.

Even though data has been obtained from several interviewees and secondary data, additional interviews with other key players of the KM initiative might have provided additional insights. This study describes a single organisation operating in a particular industry, which limits generaliseability.

Of particular importance is the portfolio of functions integrated in the KM Group, the provision of KM leadership, and the communication and coordination processes employed to support the KM initiatives.

Research into KM governance and the way in which KM is structured and coordinated in organisations is still relatively new. Little research has looked at the structures and processes behind organisational KM

The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP.

A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews.

The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance.

Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.

Study on knowledge-based systems for scientific publications is growing very broadly. However, most of these studies do not explicitly discuss the knowledge management (KM) component as knowledge management system (KMS) implementation. This background causes academic institutions to face challenges in developing KMS to support scholarly publication cycle (SPC). Therefore, this study aims to develop a new KMS conceptual model, Identify critical components and provide research gap opportunities for future KM studies on SPC.

This study used a systematic literature review (SLR) method with the procedure from Kitchenham et al. Then, the SLR results are compiled into a conceptual model design based on a framework on KM foundations and KM solutions. Finally, the model design was validated through interviews with related field experts.

The KMS for SPC focuses on the discovery, sharing and application of knowledge. The majority of KMS use recommendation systems technology with content-based filtering and collaborative filtering personalization approaches. The characteristics data used in KMS for SPC are structured and unstructured. Metadata and article abstracts are considered sufficiently representative of the entire article content to be used as a search tool and can provide recommendations. The KMS model for SPC has layers of KM infrastructure, processes, systems, strategies, outputs and outcomes.

This study has limitations in discussing tacit knowledge. In contrast, tacit knowledge for SPC is essential for scientific publication performance. The tacit knowledge includes experience in searching, writing, submitting, publishing and disseminating scientific publications. Tacit knowledge plays a vital role in the development of knowledge sharing system (KSS) and KCS. Therefore, KSS and KCS for SPC are still very challenging to be researched in the future. KMS opportunities that might be developed further are lessons learned databases and interactive forums that capture tacit knowledge about SPC. Future work potential could identify other types of KMS in academia and focus more on SPC.

This study proposes a novel comprehensive KMS model to support scientific publication performance. This model has a critical path as a KMS implementation solution for SPC. This model proposes and recommends appropriate components for SPC requirements (KM processes, technology, methods/techniques and data). This study also proposes novel research gaps as KMS research opportunities for SPC in the future.

The purpose of this study is to explore knowledge management (KM) initiatives for achieving sustainable development goal (SDG) 4.7 and to investigate enablers and barriers to insert KM to prepare higher education institutions (HEIs) ready to contribute to SDGs’ performance. At the end, this paper provides a practical perspective of KM initiatives for higher education for sustainable development (HESD).

This is an exploratory study. It applies a descriptive-interpretative-qualitative approach. The analysis is based on the opinions collected from 170 HEIs’ stakeholders. Discussions among participants have been organized through zoom meetings, telephone interviews and focus group discussions in three phases. In the first phase, a total of 113 informants took part in the discussion on various dates. In the second phase, 10 interviews were conducted with university officials using three open-ended questions; and in the third phase, three focus group discussions were organized to interact about the effectiveness of the Masters in Business Administration in Global Leadership and Management programme and curriculum with teachers, students and the programme initiators.

From the analysis of stakeholders’ views, it appears that Nepalese HEIs have yet to move forward with integrating KM activities into their aims, structure and functions to address the government’s policy guidelines applicable to maximizing SDG’ performance. A KM cultural framework that values intellectual capital is urgently needed to fill the knowledge-doing gap for the benefit of society. HEIs appear to require multidisciplinary teaching, learning and research methods to play a civic role in society. They have to improve their rules and regulation, develop a boundary-spanning structure from a conventional structure and apply KM initiatives to support achieving SDGs’ performance. Understanding and inculcating these initiatives in the academic programmes could provide a value-adding higher education in the country.

This paper is entirely based on the perspectives of stakeholders in higher education. So, understanding their points of view and perspectives may have resulted in vague explanations. Furthermore, because the setting of Nepal’s HEIs differs from that of developed countries, the results should only be interpreted in Nepalese contexts.

This paper acknowledges the gaps and complexities in Nepalese HEIs from the standpoints of HEIs’ leaders, teachers and students for the application of KM initiatives to reform HEIs, with HESD in consideration, and enhance SDGs’ performance.

To the best of the authors’ knowledge, the paper is the first of its kind in the context of Nepal, exploring KM initiatives for SDGs. It provides a new perspective on KM and comprehends KM initiatives in the case of Nepalese HEIs transformation into HESD for achieving SDG 4.7.

The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of industries and sectors. SMART KM contains number of business components which supports knowledge flow throughout the organisations which can be tailored to achieve the organisation-specific goals and objectives in alignment with the adopted operating model. Throughout the paper, number of key issues facing organisations in implementing KM initiatives will be introduced and discussed. The readers would also be able to realise the design principles supporting SMART KM model and how it can be used to improve performance and achieve organisational excellence.

The paper provides an in-depth and critical review of the literature and theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as well as books, online databases, governmental reports and statistics, etc.

All organisations are demanding better justification for investments in any KM initiative and expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s business strategy. Moreover, we must also ensure that there are performance measurements in place to evaluate the success of the proposed KMF or KM initiative.

The SMART KMF is unique as it considers a number of paradigms and key organisation facets to assure successful deployment of KM practices and long-term sustainability of the associated benefits.

The purpose of this paper is to describe outcomes from a trial of the Danish Intellectual Capital Statement (ICS) within the Australian public sector.

Two work teams within the Department of Primary Industries, Farm Services Victoria (FSV) participated in the trial over a six-month period. Data were collected and triangulated from structured focus groups, researcher guided workshops and individual project record journals kept by participants and observers.

This trial has tested and confirmed existing European Intellectual Capital Management (ICM) theory in a new context, confirmed the strategic management and communication utility of the Danish ICS. It also revealed the utility of this method: to assist the organisation articulate its knowledge-related needs; in developing knowledge management (KM) strategy, in planning and reviewing KM initiatives, in developing clarity and shared context and in navigating change.

This research focuses on a single in-depth case study and concurrent organisational restructuring impacted on team focus.

The strategic management and communication utility of the Danish ICS was confirmed. The paper demonstrates new insights for practitioners using this ICM method as a useful tool to assist an organisation to articulate KM needs.

The primary research gap in the ICM field is examination of the practical application of methods in a real-life context (particularly outside Europe). This work has tested and confirmed existing theory in a new and different context – the Australian public sector.

Knowledge management (KM) plays important roles in public administration (PA). Each role serves specific constituencies and purposes and is implemented differently. Jointly, they build society’s intellectual capital (IC) to improve the effectiveness of public and private decision making and situation handling. Four public administration KM areas are considered: enhance decision making within public services; aid the public to participate effectively in public decision making; build competitive societal IC capabilities; and develop a knowledge‐competitive work force. Numerous KM approaches are adopted to serve these purposes. Most efforts address specific needs. Only few pursue broad, deliberate, and systematic KM. Examples of these approaches and perspectives are discussed. The premise for KM is that, among many factors, effective and intelligent behavior depends on having appropriate understanding in addition to being informed.

The literature related to knowledge management (KM) is robust with respect to insights regarding firms in general. However, less is known about the KM of family firms despite these firms being the most common form of business organization worldwide. Further, even though the number of studies examining family-firm KM has increased in recent years, the insights gained remain fragmented. Therefore, the purpose of this study is to help coalesce and advance the study of family-firm KM.

In pursuit of these goals, a systematic literature review was conducted. Using a 6-step, systematic literature review protocol, 74 articles focused on family-firm KM published in 23 journals were identified and reviewed.

This literature review contributes to the synthesis and advancement of family-firm KM scholarship in several ways. First, key factors and relationships are identified and integrated into a robust framework. Second, scholarly insights are synthesized, and a review of the primary antecedents, outcomes and moderating factors associated with family-firm KM processes is presented. Third, promising opportunities for future research are highlighted to advance family-firm KM scholarship.

With a focus on reducing the fragmentation in the literature, this review synthesizes insights related to the most commonly studied antecedents, outcomes and moderators associated with family-firm KM. Additionally, antecedents are organized and reviewed according to the nature of their influence on family-firm KM processes, highlighting the simultaneous opposite effects of some influences. Further, key outcomes are synthesized based on their family versus firm-centric orientation. Even further, insights and opportunities focused on advancing the theory, antecedents, outcomes, moderators and other issues related to family-firm KM are presented in an effort to support the continued progress of scholarship in this area.