KM Leadership Case Study

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8. Competencies of KM leader
What is so important to be a Knowledge leader? The information management consultant, TFPL (Skyrme and Amidon 1997:435) researched four competencies listed as below;
1. Skills ( Technical skills, communication skills, skills transfer)
2. Experience ( Management experience, Business strategy)
3. Attributes ( Team approach, values ethos, leadership)
4. Behavior (Self-confidence, risk taking abilities, responsibilities, problem solving) Moreover, we can’t forgot others competency like innovation and creativity, continues learning, personality, self-confident, drive and motivation, knowledge of the business, cognitive and practical intelligence, emotional intelligence.

Innovation and creativity,
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Organizational Culture & KM leadership

There are two research questions that are endeavored to explore, which are:
1. Does organizational culture influence knowledge sharing?
2. Does transformational leadership promote knowledge sharing activity? Ref #9

There are different organizational cultural factors that differ across organizations and they impact knowledge sharing (Bures, 2003). More prominent factors which identified are trust, collaboration, empowerment, politics, power and autonomy. The organizations ability to cultivate and reinforce them will positively force employees to share with others (Delong and Fahey, 2000). Nonaka and Takeutschi (1995) believed that an autonomous individual endeavors for personal development thus increasing the probability of personal growth, knowledge creation and knowledge sharing.

Schein (2004) examined organizational culture is tacit and unarticulated rule for new joiners in an organization in order to stay along with other member. No doubt that KM leadership in organization statistically effect on KM implementation process. However, there is major effect we can’t overlook to the impact of organization
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But, in Asian organizations are more hierarchical, central decision making and knowledge leadership role are based on the position or seniority in organization. According to these two scenario, KM leadership may impact organizational culture and organization culture can change the role of KM leadership.
KM leadership is negatively affected by hierarchical structure organization, in the other hand strong intra –organizational relationship is effective positively. Davenport, De Long, & Beers, 1998; De Long, 1997; Alavi & Leidner(1999) assert that organizational culture is one of the most significant elements in achieving knowledge management
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