Abstract

Knowledge governance is based on the organizational level mechanisms developed by management that determine how organizations develop and leverage knowledge as a strategic resource in order to accomplish change and innovation. Knowledge governance consists of strategic leadership practices based on determining firm direction by developing knowledge, that enable organizations to develop competencies as conditions change. A model of knowledge governance is proposed based on methods of developing knowledge ( rational/objective, learned, cognitive/creative ) across an organization's social system ( vertical, horizontal, external ). Knowledge Governance was assessed in relationship to an organization's context and activities based on strategic and organizational requirements of organizations facing different industry environments defined by types of discontinuous change (rate of technological change, and industry life cycle). Knowledge governance was also assessed in relationship to hypercompetitive conditions, organizational priorities based on developing knowledge as well as performance and innovation outcomes. It was found that organizations are governing their knowledge across a range of stakeholders but that some traditional patterns prevail, and that methods of knowledge governance varied such that learned methods were prevalent whereas creative methods were less common. As well, creative knowledge governance was found to be negatively associated with hypercompetitive conditions. Several types of knowledge governance were found to be associated with organizational priorities and outcomes. Significant differences of knowledge governance were found to be associated with different industry environments. The results of a questionnaire completed by 70 leaders of business units are significant yet exploratory. Future research is required.