We then aimed to identify who within australian

We then aimed to identify who within Australian
organisations (both private and public) has responsibility
for KM strategy implementation. The results shown in
Figure 6 indicate that in most organisations there is no
formal role for KM strategy implementation, as it is
perceived to be ‘everyone’s responsibility’ (27%), or the
respondents left this question unanswered (15%), which
makes it 42% in total. Very few respondents assigned this
role to the top management (CEO, CIO or even CKO).
A question raised by this result is that of how organisa-
tions motivate and involve their staff in KM strategy
implementation if it is perceived as everybody’s job. Another
question raised is that of what department or function
would be responsible for monitoring this implementation if
there is no formal role assigned to govern this process.
It was interesting to note that approximately one in
five organisations consider a specific department or
function responsible for the implementation of a KM
strategy (Executive group – 25%). These could partly
comprise an answer to the above questions when the
organisations recognise the need to set up a specific
mechanism to ensure successful implementation of KM
strategy, which could be similar to the KM governance
framework proposed by Zyngier et al . (2004).
We found that the respondent’s position had a positive
affect on the answers to this question. There is a medium-
strength correlation between the position of the CEO and
the responsibility for implementation of a KM strategy
given to the Director of HR. This indicates that CEOs
believed that the Director of HR is responsible for the
implementation of a KM strategy. There was a medium-
strength correlation found between the position of the
Manager of HR and a response of ‘No formal role for the
implementation of a KM strategy’. This indicates that
managers of HR believed that there is no formal role
assigned for the implementation of a KM strategy.
In this study, CEOs believed that they have the primary
responsibility for the implementation of a KM strategy in
their organisation. They also indicated that HR managers
have the same responsibility for KM strategy implemen-
tation as the CIO, CKO and specific departments or
functions in the organisation. Such results demonstrate
that a more coordinated approach to KM strategy
implementation is certainly desirable, which requires
stronger links and better communication of roles and
responsibilities among all senior executives involved.
What tasks are involved in KM strategy
implementation?
Finally, this research question looked at identifying the
tasks involved in KM strategy implementation rather
than the specific KM tools and techniques selected in the
McKeen & Staples (2002) survey. The results in Figure 7
indicated that all respondents approved the importance
of all five suggested tasks: ‘collect/gather knowledge’,
‘organise knowledge’, ‘use the knowledge’, ‘implement
learning’ and ‘disseminate knowledge’.