Table of Contents

managing for knowledge: hr's strategic role
Managing for Knowledge: HR's Strategic Role
byChristina Evans ISBN:0750655666
Butterworth Heinemann 2003

This book shows how human resource professionals can make real strategic and operational business impact beyond the traditional scope of the "personnel department."

Table of Contents
Managing for Knowledge—HR’s Strategic Role
Part One - The Strategic Context For HR’s Role In Managing For Knowledge
Chapter 1 - The Changing World Of Business And The Imperative For Managing Knowledge
Chapter 2 - The Changing Role Of HR – From Operational To Strategic HR
Chapter 3 - Towards A Blueprint For Building A Knowledge-Centric Culture
Part Two - Building A Knowledge-Centric Culture
Chapter 4 - Structures, Roles And Responsibilities In A Knowledge-Centric Culture
Chapter 5 - HR’s Role In Building A Knowledge-Centric Culture
Chapter 6 - Re-Visiting Learning In The Knowledge Economy
Chapter 7 - Understanding The Motivation For Learning Amongst Knowledge Workers
Chapter 8 - Working And Learning In Communities Of Practice
Part Three - Building HR’s KM Credibility and Capabilities
Chapter 9 - Aligning HR and KM Practices
Chapter 10 - Knowing What We Know: Language And Tools For Knowledge Mapping
Chapter 11 - Building Your KM Toolkit
Chapter 12 - Using Technology Wisely
Chapter 13 - Summary And Conclusions
List of Figures
List of Tables
List of Sidebars

This practical book draws on the author’s own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners including Linda Holbeche, Elizabeth Lank and Dave Snowden, each of whom recognizes, that building a knowledge-centric culture cannot be achieved through technology alone.

It covers areas such as:

  • Defining the key ingredients of a knowledge-centric culture
  • The changing structures, roles and responsibilities needed to create a knowledge-centric culture
  • HR’s unique contribution to building a knowledge-centric culture, together with practical steps for getting started on the KM journey and for keeping the momentum going
  • Tools and techniques for: opening up a dialogue about why knowledge management is crucial for business and personal success; knowledge mapping; encouraging and facilitating knowledge sharing, as well as ways of identifying key knowledge players
  • How to help your organization reframe its assumptions about learning in the knowledge economy
  • How to ensure that your HR practices are knowledge aligned

About the Author

Christina Evans is an independent researcher and consultant. She also works as an Associate of Roffey Park Institute. Christina’s research and consultancy assignments relate to the introduction of flexible working practices and career management—areas that she believes are closely aligned to Knowledge Management. Her previous publications on Knowledge Management include: Developing a Knowledge Creating Culture and Developing and Retaining Organizational Culture.

Managing for Knowledge—HR’s Strategic Role

Christina Evans



An imprint of Elsevier
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First published 2003

Copyright 2003, Christina Evans. All rights reserved

The right of Christina Evans to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988

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British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

Library of Congress Cataloguing in Publication Data

A catalogue record for this book is available from the Library of Congress

ISBN 0 7506 5566 6

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Composition by Genesis Typesetting, Rochester, Kent
Printed and bound in Great Britain

To my daughter Joanna, with love – always remember the gift of learning


There are many people who have helped in shaping the ideas and content in this book. I would particularly like to thank Linda Holbeche, Director of Research at Roffey Park, for suggesting me to Butterworth-Heinemann as someone who could write knowledgably on HR’s role in managing knowledge, as well as for her ongoing contribution and support with this project. Equally, I am grateful to Val Hammond, Chief Executive of Roffey Park, for writing the Foreword. This is particularly timely and symbolic given that Val will be stepping down as Chief Executive this year.

I would particularly like to thank Dave Snowden, from the Cynefin Centre for Organisational Complexity, IBM Global Services for his chapter on ‘Language and tools for knowledge mapping’ and Elizabeth Lank, independent consultant, for helping me shape the chapter on ‘Working and Learning in Communities of Practice’.

I am grateful to John Bailey, KPMG; Linda Marks, QinetiQ; Ron Donaldson, English Nature and Alison Lewis, Oxfam GB, for making it possible for me to develop organisational case studies. Also to Jela Webb, Azione, for sharing her experience of how to structure an HR team to ensure maximum impact from a knowledge management perspective. I would also like to thank Linda Emmett, Information Manager at the CIPD, for sharing her thoughts on thinking through the appropriate use of technological solutions for managing knowledge.

Other people whom I would like to thank for giving up their time to share their ideas, or allow me to learn from their experience, include: Ruth Mundy of Jones Lang Lasalle; Elaine Monkhouse, formally of The Oxford Group; Jozefa Fawcett, formally Berkshire NHS Shared Services; Tom Knight of Fujitsu and Richard Archer of The iFramework.

I am also grateful for the enthusiasm, support and challenge from colleagues in my personal network. These include: David Lines, Eden Charles, John Whatmore and John Sparks.

Many thanks too go to Ailsa Marks and the team at Butterworth-Heinemann for being so supportive throughout the whole production process.

Finally, I want to thank my family, particularly my husband David and daughter Joanna, who almost didn’t get a holiday last summer because I was so engrossed in writing this book – I’ll try to be better organised next time!