Research Article

Organizational governance of knowledge and learning

  1. Bruce Strong1,†,*,
  2. Thomas H. Davenport2,‡,
  3. Laurence Prusak3,§

Article first published online: 7 MAY 2008

DOI: 10.1002/kpm.306

Issue

Knowledge and Process Management

Knowledge and Process Management

Volume 15, Issue 2, pages 150–157, April 2008

Additional Information

How to Cite

Strong, B., Davenport, T. H. and Prusak, L. (2008), Organizational governance of knowledge and learning. Knowledge and Process Management, 15: 150–157. doi: 10.1002/kpm.306

Author Information

  1. 1

    Context Knowledge Group, Cambridge, MA, USA

  2. 2

    Technology Operations and Information Management Division, Babson College, Babson Park, MA, USA

  3. 3

    Babson College, Babson Park, MA, USA

  1. †

    Founding Partner.

  2. ‡

    President's Distinguished Professor in Information Technology and Management.

  3. §

    Distinguished Scholar in Residence.

*Context Knowledge Group, 6 Chatham Street, Suite 3, Cambridge, MA 02139, USA.

Publication History

  1. Issue published online: 7 MAY 2008
  2. Article first published online: 7 MAY 2008

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Abstract

Many organizations are making a substantial investment in their knowledge and learning functions. Unfortunately, often these organizations don't realize an optimal level of return from this investment because their programs are poorly governed. We describe what the governance of knowledge and learning is, and based upon a research study that we performed, suggest which forms of governance work best in practice. Copyright © 2008 John Wiley & Sons, Ltd.

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