Understanding of knowledge management
roles and responsibilities: a study in the
Australian context
Frada Burstein
1
Simran Sohal
2
Suzanne Zyngier
3
and
Amrik S. Sohal
4
1
Centre for Organisational and Social
Informatics, Monash University, Australia;
2
IBM, Australia;
3
La Trobe University, Australia;
4
Department of Management, Monash
University, Australia
Correspondence: F. Burstein, Knowledge
Management Research Program,
Monash University, Caulfield East,
Victoria 3145, Australia.
Tel:
þ
61 3 990 32011;
Fax:
þ
61 3 9903 1077
Received: 14 December 2007
Revised:
9 March 2009
Accepted: 18 May 2009
Abstract
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 Research & Practice
(2010)
8,
76–88.
doi:10.1057/kmrp.2009.18
Keywords:
knowledge management practice; knowledge management strategy;
core competences; leadership; survey
Introduction
Knowledge
management
(KM)
is
increasingly
being
identified
as
a
significant tool to support any organisation in achieving competitive
advantage (Zack, 2003; Peppard, 2007). Its uptake has increased signifi-
cantly over the past decade. Specifically, within Australian organisations
there is a good level of understanding of KM as a business-focused
approach (Zyngier
et al
., 2003). Now that this understanding has been
acknowledged, the issue is still to ensure that this understanding evolves
into a practical implementation to assist companies in becoming more
efficient and effective in what they do with their knowledge as a result of
KM initiatives.
Emphasis on KM leadership as a key factor in the success of KM is evident
within the literature (Burstein
et al
., 2003; Zyngier & Burstein, 2004,
Anantatmula, 2008). The significance of a good leadership has been
highlighted as an enabler in the recent (Ward & Aurum, 2004), as well as
earlier (Wiig, 1997), studies of KM. However, there are fewer studies
investigating what other roles and responsibilities are required to set up
and implement a KM initiative once the charismatic leader sets up KM as
one of the organisational priorities. Studies undertaken in determining
Knowledge Management Research & Practice (2010) 8,

