The demise of knowledge management executive leadership: An empirical study of leading companies that have changed their knowledge management strategies

Abstract

Knowledge management is increasingly under attack to show returns on investments and profitable businessoutcomes. While many companies retain their executive leadership as Chief Knowledge Officers and vice presidents ofknowledge management, the trend toward appointing CKOs that developed in the late 1990's has been reversed at manycompanies and a new trend is to assign the functions of knowledge management to the Chief Information Officer. This newapproach has many ramifications that determine if the firm will be able to meet not only short-term objectives but missionand knowledge management outcomes as well. This paper researches over 100 knowledge management executives in abroad cross-section of medium and large US industries and organizations to question why the shift is occurring and what thestrategic basis is for this shift? This study is important to understand the corporate level emphasis or de-emphasis that iscoring at top levels of the company. Does knowledge management continue to have a strong importance at companies or isit simply a sub-function of the Chief Information Officers responsibilities ? The results of this study clearly show that thereare pros and cons to making this strategic shift and that many firms are doing so with little actual factual knowledge of theeffects on knowledge management acquisition at their firms.. This empirical paper is designed to give top managers (CEO)information to make rational decisions when considering eliminating of the CKO. Decisions on CKO positions should be basedon the firm related performance in both measurable intellectual property and financial results. The results are presentedand summarized and the statistical methodology of regression and correlation are used in this paper.