Suzanne Zyngier

Security as a contributor to knowledge management success

Security is an important topic, but is it important for Knowledge Management (KM)? To date, little mainstream KM research is coming through with a security focus. This paper asks why, and proposes that security be integrated into KM success models. The Jennex and Olfman (International Journal of Knowledge Management 2(3):51–68, 2006) KM success model is used to illustrate how security, specifically risk management, and the National Security Telecommunications and Information System Security Committee (NSTISSC) security model can be applied to KM management support and governance and KM Strategy. Finally, two case studies are provided that illustrate the application of risk management through governance to KM.

The Role of Knowledge Management Governance in the Implementation of Strategy

Previous research has examined different understandings of the concept of knowledge management and from this, a multiplicity of approaches to implement strategies have been derived. This paper presents research that examines the role of governance as a framework to ensure the effective delivery of a knowledge management strategy. Knowledge management governance is considered and a conceptual framework developed to appropriately position knowledge management governance within the organization. It draws on the results of research into knowledge management governance practices in a major scientific research facility and those in a confectionary manufacturer. We conclude that the implementation of a knowledge management strategy through such a framework ensures the delivery of anticipated benefits in an authorized and regulated manner.

Understanding of knowledge management roles and responsibilities: a study in the Australian context

Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations.

KNOWLEDGE MANAGEMENT OBSTACLES IN AUSTRALIA

This paper presents a discussion of field research by survey of the range of obstacles to the effective implementation of knowledge management strategies in the Australian corporate environment. The paper provides background to the current study, refers to results and to further research possibilities. Previous research in the UK, in Europe, in Australasia and the USA has presented consistent findings of the obstacles to knowledge management implementation strategies. This Australian study reveals external obstacles to knowledge management that have not been found or discussed previously. These obstacles are outside the immediate control of the organisation itself, in that they are externally derived.

Knowledge Management Governance: The Road to Continuous Benefits Realization

Investment in knowledge management (KM) programmes is often contentious due to the challenge of meeting the need for continuous and sustainable benefits realization. In KM, the word ‘sustainable’ describes how programmes of strategies to leverage organizational knowledge remain productive over time: that they deliver strategic value to the organization. The focus of this paper falls on the constructs of the governance of KM and on its leadership, in KM strategy development and implementation, including risk management, financial controls and transparent evaluation mechanisms for continuous benefits realization. This paper presents a KM governance model and explores its recent validation through six case studies of large, distributed, multinational organizations, and through these introduces the granular constructs of KM governance. Exploration of the impact of KM governance on developing and implementing KM programmes in each case study organization demonstrates that there is a clear nexus between strategic KM governance and benefits realized from those programmes.

Risk Management: Strengthening Knowledge Management

This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of governance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articulation, strategic alignment and activity to address risks to effective, sustainable KM.

Health Belief Model: Evaluating Marketing Promotion in a Public Vaccination Program

National health objectives are driven to increase participation rates. Individual health decisions are determined by attitudes, behavior, lifestyles, and government policies. This research, therefore, examined not just the development and delivery of a message targeting individual voluntary behavior change, but the intention of changes in social structures that will facilitate individuals reaching their potential; thus the purpose of this article is to shed light on the uptake of the human papillomavirus (HPV) immunization using the health belief model (HBM). Research was conducted with the use of focus groups by drawing on the framework of the HBM. This research approach is conceptual by nature, based on the virtue of marketing promotion and on HBM literature. Though offering the vaccine free to the general public provides additional evidence to certain groups on the intention to act or uptake of the vaccine, awareness levels were found to be poor despite increased efforts by the government trying to promote this vaccine. There was evidence that social capital and trust can produce effective communication message strategies that reinforce social bonds. This article provides an interesting basis for further investigation; however, as implausible as it seems the article also contributes to the concept of perceived benefits and of self-efficacy.

Knowledge management governance - a strategic driver

This paper investigates how Knowledge management (KM) governance drives the effective implementation of KM strategy in organizations. To this end, we analysed the survey evidence from 218 organizations from the perspective of KM governance, selection of techniques in the development and implementation of knowledge strategy and its alignment with business strategy. Based on the analysis, we have developed a model of KM governance explaining elements of KM maturity that lead to strategic benefits realization. We reveal the relative importance of the roles of KM authority entities and the vital link between KM governance and corporate governance. These underscore how the KM governance environment supports the effective management of knowledge through strategically aligned, governed, transparent activity.

Knowledge management in the financial services sector: understandings and trends in Australia

Knowledge management in a difficult concept but one that is fairly well understood by the Australian financial services sector. These organisations are in the process of implementing some form of strategy to manage knowledge. Many organisations that do not claim to have a strategy to manage knowledge are implementing practical steps to do so. The results of this research are compared with previous research in this sector in the UK and Europe that have shown different understandings and strategies to manage it.

Privacy by design and customers’ perceived privacy and security concerns in the success of e-commerce

– The purpose of this paper is to gain a deeper understanding of customers’ perceived privacy and security (CPPS) by investigating privacy concerns, data security, and exploring the factors that elevate or minimise these concerns in relation to organisations’ practices. , – The research study utilises an explanatory research design. Data were collected from six organisations from different industry sectors through in-depth interviews with managers and from customers’ through four focus groups of a high-user demographic segment. , – The paper identified Privacy by Design (PbD) in the area of organisations’ practices as well as identifying the main areas of CPPS. These themes were used as the basis for an analysis of customer concerns instrumental to the success of e-commerce. , – The findings will inform the development of a general conceptual model. This will provide a better understanding of CPPS in general and in relation to the success of e-commerce web sites and transactional sites in particular. , – The value and the originality of the paper comes from the adoption of the “PbD” paradigm. Organisations have to explore the factors that elevate or minimise customers’ concerns in relation to adopting and continuing to use online transactions. It is necessary for organisations to do this because when privacy and security practices are clearly disclosed, customers increase their intention to use, or continue to use online transactions.