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.
Kannabiran, G. and Pandyan, C. (2010), "Enabling role of governance in strategizing and implementing KM", Journal of Knowledge Management, Vol. 14 No. 3, pp. 335-347. https://doi.org/10.1108/13673271011050085Download as .RIS
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