Risk Management

Abstract

This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of governance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articulation, strategic alignment and activity to address risks to effective, sustainable KM.