KM Facets & Curriculum TopicsIn 2012, an open public survey was conducted to determine the level of maturity of academic programmes in knowledge management. The survey results suggest that while there is notable maturity in curriculum design, the remaining four dimensions -- research, faculty credentials, programme administration and programme goals -- are immature. The research suggests that additional focus be given to these maturity factors in terms of standards. The research further suggests that an annual survey is needed to track progress towards a mature academic discipline.The academic discipline of Knowledge Management is maturing. The maturity of knowledge management scholarship has been considered as well as its curricular coverage and alignment with the needs of business. This research suggests that a mature academic discipline is grounded on a mature academic programme. The research defines five dimensions of a mature academic discipline, including: (1) curriculum design; (2) nature and coverage of research programmes; (3) faculty credentials and status; (4) academic programme administration; and (5) programme goals. Maturity factors are identified for each of the five dimensions.Denise A. D. BedfordDADB_4b9502fe-d2d9-11e3-a199-edfc7e0e3aa4Knowledge Management, Kent State UniversityJournal of Information & Knowledge ManagementVol. 12, No. 4 (2013) 1350029 (16 pages) World Scientific Publishing Co.DOI: 10.1142/S0219649213500299Knowledge OrganisationsThroughout the evolution of the discipline, there has been a persistent gap between practice in knowledge organisations and education in universities and institutes.UniversitiesInstitutesThought LeadersThought leaders in knowledge management emerged from the world of practice -- from organisations like IBM, the World Bank, Siemens, U.S. Department of Defense, and others too numerous to list here.IBMWorld BankSiemensU.S. Department of DefenseMature academic programmes in knowledge management_abe7593d-abc0-11e3-8ddb-a007d5a17b96To align curriculum topics with knowledge management facets_abe7593e-abc0-11e3-8ddb-a007d5a17b96Knowledge ManagementKnowledge management is a young and evolving discipline. It traces its origins to the fields of economics and engineering in the 1950s and 1960s. Thought leaders in the field have traced the evolution of the field through three broad generations. First generation was concerned with the management of captured and explicit knowledge, increasingly enabled by technology. This phase extended from the mid-20th century references and characterisations of a knowledge economy and knowledge work to the end of the 20th century and the growth of and access to technology. Second generation knowledge management shifted from a focus on technology and recorded explicit knowledge to people as the primary source and producer of knowledge. We might say that this phase began around 2002 with the focus on organisational learning, communities of practice, collaboration, culture, intellectual capital management, knowledge embedded business and our first attempts to evaluate knowledge and knowledge processes. Third generation has just begun. This phase focuses on knowledge as an entity in its own right, an open semantic grid, and semantic agents that represent and act upon human and machine knowledge. Each generation of knowledge management has strengthened and extended the foundation rather than changed the nature of the discipline. Today knowledge management includes 10 important facets ...Interdisciplinary CollaborationKnowledge management is a challenging discipline to support in the traditional academic environment. Knowledge management is interdisciplinary -- a strong academic programme must draw upon expertise from all 10 facets described earlier. The interdisciplinary nature raises questions about administrative location and disciplinary alignment. Where might a knowledge management programme be located that supports interdisciplinary collaboration without favouring one facet? Professional PracticeKnowledge management is a profession of practice -- students must learn practice, as well as the theory. Most academic programmes focus on theory and resource-based learning. Knowledge management is an emerging field.KM FacultyFaculty staffing models are particularly challenging. Faculty with advanced degrees in knowledge management are scarce. Depending on where the programme is located, tenure track and tenured faculty may be required to publish out of their discipline.Field ExperienceField experience can be more valued in the discipline than the theoretical knowledge that is valued in the academic environment. The ability to reverse engineer field experience and practice into theory is a required skill for faculty. An academic programme supporting knowledge management has diminished value to professional practice if it does not offer students the opportunity to work closely with both public and private sector organisations, with organisations across all sectors, and with all levels of knowledge (individuals, households, communities).Theoretical KnowledgeRelevanceThe academic programme must be designed around principles and concepts that are core to knowledge management, while integrating practice and theory that is shared with other disciplines (e.g. engineering, economics, education, computer science, communications, information science, psychology, business administration, etc.). To build a relevant and sustainable academic programme that will meet the needs and expectations of tomorrow's knowledge organisations, academic institutions must address five factors: (1) curriculum design; (2) programme administration; (3) programme goals; (4) faculty credentials; and (5) research programme.Knowledge Leadership & Strategy_abe778fc-abc0-11e3-8ddb-a007d5a17b96Facet 1Knowledge Philosophy & Ethics_4b950592-d2d9-11e3-a199-edfc7e0e3aa4Topic 1.1Knowledge Management Leadership & Strategy Innovation_4b950696-d2d9-11e3-a199-edfc7e0e3aa4Topic 1.2Design of Physical Work Environment_4b950754-d2d9-11e3-a199-edfc7e0e3aa4Topic 1.3Change Management_4b950812-d2d9-11e3-a199-edfc7e0e3aa4Topic 1.4Knowledge Economics & Intellectual Capital Management_abe75947-abc0-11e3-8ddb-a007d5a17b96Facet 2Knowledge Societies_4b9509ac-d2d9-11e3-a199-edfc7e0e3aa4Topic 2.1Organisational Design_4b950a9c-d2d9-11e3-a199-edfc7e0e3aa4Topic 2.2Knowledge Economics_4b950b64-d2d9-11e3-a199-edfc7e0e3aa4Topic 2.3Intellectual Capital Management_4b951c94-d2d9-11e3-a199-edfc7e0e3aa4Topic 2.4Knowledge Embedded Business Project Management_4b951c95-d2d9-11e3-a199-edfc7e0e3aa4Facet 3Knowledge Embedded Business Process_4b951c96-d2d9-11e3-a199-edfc7e0e3aa4Topic 3.1Decision Analysis and Support_4b951c97-d2d9-11e3-a199-edfc7e0e3aa4Topic 3.2Business Process Management_4b951c98-d2d9-11e3-a199-edfc7e0e3aa4Topic 3.3Business-Competitive Intelligence_4b951c99-d2d9-11e3-a199-edfc7e0e3aa4Topic 3.4Organisational Culture and Communication _abe7594b-abc0-11e3-8ddb-a007d5a17b96Facet 4Organisational Culture_4b9525ae-d2d9-11e3-a199-edfc7e0e3aa4Topic 4.1Organisational Communications_4b9525af-d2d9-11e3-a199-edfc7e0e3aa4Topic 4.2Collaboration & Communities_abe75949-abc0-11e3-8ddb-a007d5a17b96Facet 5Social Media & Social Networking_4b9525b0-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.1Organisational Network Analysis_4b952716-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.2Communities of Practice_4b9527e8-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.3Collaboration_4b9529f0-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.4Chaos & Complexity Theory_4b952ab8-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.5Knowledge Exchange_4b952b76-d2d9-11e3-a199-edfc7e0e3aa4Topic 5.6Organisational Learning _abe776f4-abc0-11e3-8ddb-a007d5a17b96Facet 6Personal Knowledge Management_4b952c52-d2d9-11e3-a199-edfc7e0e3aa4Topic 6.1Organisational Learning_4b952d1a-d2d9-11e3-a199-edfc7e0e3aa4Topic 6.2Expertise Management_4b952df6-d2d9-11e3-a199-edfc7e0e3aa4Topic 6.3Critical Thinking Skills_4b952f7c-d2d9-11e3-a199-edfc7e0e3aa4Topic 6.4Cognitive Sciences_4b953954-d2d9-11e3-a199-edfc7e0e3aa4Topic 6.5Knowledge Architecture_abe7593f-abc0-11e3-8ddb-a007d5a17b96Facet 7 Semantic & Knowledge Technologies_4b953955-d2d9-11e3-a199-edfc7e0e3aa4Topic 7.1Knowledge Representation & Engineering_4b953956-d2d9-11e3-a199-edfc7e0e3aa4Topic 7.2Knowledge Organisation Systems_4b953957-d2d9-11e3-a199-edfc7e0e3aa4Topic 7.3Knowledge Architecture_4b953958-d2d9-11e3-a199-edfc7e0e3aa4Topic 7.4Computational Linguistics_4b954656-d2d9-11e3-a199-edfc7e0e3aa4Topic 7.5Knowledge Asset Management_abe75943-abc0-11e3-8ddb-a007d5a17b96Facet 8Knowledge Organisation Systems_abe75944-abc0-11e3-8ddb-a007d5a17b96Topic 8.1Knowledge Asset Management_4b954657-d2d9-11e3-a199-edfc7e0e3aa4Topic 8.2Content Management_4b954658-d2d9-11e3-a199-edfc7e0e3aa4Topic 8.3Document & Records Management_4b954659-d2d9-11e3-a199-edfc7e0e3aa4Topic 8.4Knowledge Technologies_abe75941-abc0-11e3-8ddb-a007d5a17b96 Facet 9Knowledge Discovery_4b954b2e-d2d9-11e3-a199-edfc7e0e3aa4Topic 9.1Knowledge Technologies_4b954b2f-d2d9-11e3-a199-edfc7e0e3aa4Topic 9.2Knowledge Assessment & Evaluation_abe75945-abc0-11e3-8ddb-a007d5a17b96 Facet 10Knowledge Audits & Inventories_4b954b30-d2d9-11e3-a199-edfc7e0e3aa4Topic 10.12013-12-272014-05-03http://www.worldscientific.com/doi/pdf/10.1142/S0219649213500299OwenAmburOwen.Ambur@verizon.net