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Developing a corporate knowledge management strategy

Developing a corporate knowledge management strategy Purpose – The purpose of this paper is to explore the development of a knowledge management (KM) strategy at the Central Bank of Nigeria (CBN) and how this was embedded in the business processes of the bank. Design/methodology/approach – Literature research and a case study were used as the methodology of the paper. Findings – The need to align KM strategy with business strategy was identified as critical to the success of KM. It was discovered that focusing KM on the Bank's payments system process helped create value and drive business results. A combined approach of codification and personalization was adopted for the KM program of CBN. The strategy adopted involved using a two‐pronged approach of communities of practice and a functional portal to drive knowledge management. The paper identifies that this strategy is adding value to the organization and increasing knowledge flows across a dispersed and distributed work environment. Originality/value – Knowledge management in large public sector organizations in Africa is not common. Equally, KM in regulatory financial institutions like Central Banks in Africa is not very common. The paper highlights the challenges of implementing a KM program in a distributed, dispersed and networked public sector organization with 36 branches serving a population of 160 million people in sub‐Saharan Africa. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Developing a corporate knowledge management strategy

Journal of Knowledge Management , Volume 16 (6): 17 – Oct 19, 2012

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Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673271211276164
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore the development of a knowledge management (KM) strategy at the Central Bank of Nigeria (CBN) and how this was embedded in the business processes of the bank. Design/methodology/approach – Literature research and a case study were used as the methodology of the paper. Findings – The need to align KM strategy with business strategy was identified as critical to the success of KM. It was discovered that focusing KM on the Bank's payments system process helped create value and drive business results. A combined approach of codification and personalization was adopted for the KM program of CBN. The strategy adopted involved using a two‐pronged approach of communities of practice and a functional portal to drive knowledge management. The paper identifies that this strategy is adding value to the organization and increasing knowledge flows across a dispersed and distributed work environment. Originality/value – Knowledge management in large public sector organizations in Africa is not common. Equally, KM in regulatory financial institutions like Central Banks in Africa is not very common. The paper highlights the challenges of implementing a KM program in a distributed, dispersed and networked public sector organization with 36 branches serving a population of 160 million people in sub‐Saharan Africa.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Oct 19, 2012

Keywords: Knowledge management; Knowledge management strategy; Public sector organizations; Nigeria; Corporate strategy; Financial institutions

References