Leading knowledge management strategies in Australia and New Zealand: a comparative study of public and private sector organisations

Abstract

This paper draws on preliminary empirical quantitative research into an understanding of the status of knowledge management in the Australian and New Zealand environments. The relevant literature is surveyed on the role of leadership in knowledge management strategies and techniques. This is set against research findings on the roles allocated to lead the knowledge management task. In particular findings within the government sector and the non-government sectors are compared. The paper concludes by presenting a preliminary evaluation of the role of knowledge management leadership within the organisation and suggests that the external influences also play a role. Presented at: 14th Australasian Conference on Information Systems; 2003 Nov 26-28; Perth, Australia. 10 leaves. Rights: Frada Burstein; Suzanne Zyngier; Gerry McCullough; Gillian Oliver; Judith Symonds and Martyn Brown © 2003. The authors assign to ACIS and educational and non-profit institutions a non-exclusive licence to use this document for personal use and in courses of instruction provided that the article is used in full and this copyright statement is reproduced. The authors also grant a non-exclusive licence to ACIS to publish this document in full in the Conference Papers and Proceedings. Those documents may be published on the World Wide Web, CD-ROM, in printed form, and on mirror sites on the World Wide Web. Any other usage is prohibited without the express permission of the authors.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 7 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.