The practices of knowledge managers in Lafarge

ISSN： 1367-3270

Source： Journal of Knowledge Management, Vol.16, Iss.2, 2012-03, pp. : 204-214

Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.

Previous Menu Next

Abstract

Purpose - This paper aims to look at the practices of those who are in charge of knowledge management in corporations: the knowledge managers. Design/methodology/approach - Using the activity system model, the study observes the work of four knowledge managers embedded in the same organizational context (the company Lafarge). Findings - By exposing the contradictions inside the activity systems of knowledge managers, the paper analyzes three managerial conflicts tackled by practitioners: how to measure knowledge management practices, how to set rules and processes for managing knowledge and how to create structure to support knowledge management. Practical implications - The paper presents a typology of knowledge managers and discusses the competencies needed to become a knowledge manager. Originality/value - The paper provides a deep analysis of actions, discourses and artifacts of knowledge managers that allows the author to present a typology of practices of knowledge managers.