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Alphabetic List of All Competencies

(Total = 18)

Competency Name Competency Abstract
American Society for Training and Development Workplace Competencies The American Society for Training and Development in 2004 developed a competency framework for Workplace Learning Professionals which has some potential contributions for a KM competency framework: it covers foundational competencies, areas of expertise, "focus areas" which cover key activities or functions, and finally roles. The overview of the model is here, and the detail is in Paul R. Bernthal et al., ASTD Competency Study: Mapping the Future: New Workplace Learning and Performance Competencies (ASTD 2004) - (Google Books Preview)
British Standards Institute Skills for Knowledge Working The British Standards Institute published in 2005 'Skills for knowledge working. A guide to good practice' (PD 7505:2005) as a follow through from PAS 2001 the BSI's standard for knowledge management (2001).
Competing with Knowledge This was developed further by Abell and Oxbrow's work for TFPL in 2001 (Competing with Knowledge).
Future Work Skills The University of Phoenix Research Institute and the Institute for the Future published a report on the Future Work Skills of 2020.
Information Management Competencies In 2006 TFPL published a white paper 'Who's Managing Information? Information Responsibilities in the Digital World' which looks at emerging trends in information management stakeholders and roles, and sets out a framework for roles and responsibilities across the enterprise. It's a free download but you need to register to get it.
Integrative Competencies Alex and David Bennet proposed in 2004 an accredited KM certification programme for US Federal Government employees, and listed what they called "integrative competencies" for the new breed of knowledge workers as well as for knowledge management - see chapters 14 and 15 of Organizational Survival in the New World: The Intelligent Complex Adaptive System.
KM Competencies and Certifications A discussion paper by Patrick Lambe from "Green Chameleon blog" in Singapore where Patrick explores the questions around "KM Competencies - is certification the way to go?". Among other things it explores the diversity of the KM role and suggests it is a cluster of jobs.
KM Competencies and Professionalism The International Conference on Knowledge Management (iCKM) 2008 devoted its conference theme to Knowledge Management: Competencies and Professionalism; and its proceedings have a scatter of papers on aspects of KM competencies and education.
KM Competencies and Proficiency by Karl Wiig Karl Wiig developed a spidergram approach to KM competencies and proficiency levels in his 1995 book KM Methods (vol.3 of his KM Trilogy).
KM Competencies for Self Development The Information and Knowledge Management Society in Singapore conducted a research project on a KM competencies framework for self development which took a narrative, role-oriented approach to competencies (Foong & Lambe KM Competencies: A Framework for Knowledge Managers, iKMS 2008).
KM Curricula Competencies Michael Sutton completed his PhD dissertation in 2007 entitled Examination of the Historical Sensemaking Processes Representing the Development of Knowledge Management Curricula in Universities: Case Studies Associated with an Emergent Discipline. (Montreal, Quebec (CANADA):McGill University. Unpublished Doctoral Dissertation) - interesting because it looks at KM as an evolving discipline and the role that competency and curriculum development play.
KM Framework for Behavioral Competencies and Attributes Knowledge Framework for Behavioral Competencies and Attributes from the KM Education Forum with Kent State and George Washington Universities.
Knowledge Manager Competencies Andre Saito completed his PhD dissertation on "Educating Knowledge Managers: A competence based approach" in 2007 - it provides a literature review, looks at KM university curricula, and reports on a survey of knowledge managers. His earlier survey of KM education programmes was published as Andre Saito, Tun¨ Medeni, Marcelo Machado, Katsuhiro Umemoto: Knowledge management education: A framework towards the development of a comprehensive degree program. In: Nakamori, Y. et al. (Eds.): Proceedings of the Fifth International Symposium on Knowledge and Systems Sciences (KSSÕ04), November 10-12, 2004, Ishikawa, Japan, pp. 61-65.
Knowledge and Information Management Dictionary Angela Abell and Val Skelton of TFPL subsequently published a Knowledge and Information Management Competency Dictionary (2003) - it is very asset focused, very little on human capital development (beyond competencies for KIM), or sense of the importance of learning.
Library and Information Management KM Competencies Afsaneh Hazeri Baghdadabad's 2008 PhD thesis "The implications of knowledge management for library and information science education: a mixed method investigation" examines KM competencies from the perspective of LIS education, and has a very good discussion of the literature on KM competencies, especially in the five areas of professional skills for a commercial context, communication skills, management skills, team-working skills and IT skills.
UK Civil Government Knowledge and Information Management Skills Framework The UK civil service has developed a Government Knowledge and Information Management Professional Skills Framework (2009) in a matrix form covering roles (practitioner, manager, leader, strategist) and activities (strategic planning, using and exploiting knowledge and information, managing and organising, governance).
UK Government Skills Framework The UK government framework referenced the Skills Framework for the Information Age, which is highly developed and structured but focuses on information management (and explicit interest in IT professionals).
US Army Enterprise KM Competency Model The US Army is developing an "Enterprise KM Competency Model". This paper by Art Schlusselpresented at the DoD KM Conference in October 2009 describes the current status of the competency framework. As stated the model seems to confuse organizational capabilities with individual competencies, but this is clearly a work in progress.
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