Concept maps: a technique for assessing knowledge manager learning needs

Abstract

This paper discusses an exploratory investigation of the role of concept mapping techniques for assessing knowledge manager learning needs and developing knowledge management (KM) training programs and courses. The research data were collected using seven concept map templates completed by 13 KM students during a 15-week higher education course. The study found that concept maps can provide a useful real-time feedback mechanism for knowledge managers undergoing structured learning, while enabling instructors to determine what KM practitioners require from their training and education. Additionally, the research showed that knowledge managers require a balance of foundational KM principles, concepts and methods coupled with examples of real-world implementations, tools and measures. The results also identify concept maps as a valuable research and evaluation technique for individuals engaged in the practice and process of training knowledge managers.

Keywords:

• concept mapping
• knowledge management
• learning

Acknowledgements

The authors wish to thank the 13 knowledge manager course participants for their assistance in undertaking this research, and the paper's reviewers who provided important and constructively critical comments during the development of the manuscript.

Additional information

Notes on contributors

Nigel Martin

About the authors

Nigel Martin is a lecturer in the School of Accounting and Business Information Systems within the College of Business and Economics at the Australian National University, and specialises in the theory and practice of corporate strategy, e-Government, IT innovation, enterprise systems architecture and operational business management. He obtained his Ph.D. from the Australian National University in 2005. Dr. Martin spent a number of years working in the international oil industry, and in various areas of government IT, including defence and national security. His research has been published in Government Information Quarterly, Journal of Electronic Government, European Journal of Innovation Management, International Journal of Knowledge Management Studies and Information Technology & People.

John Rice

John Rice is the Academic Director, Research Development, Business School at the University of Adelaide. Dr. Rice is a recognised expert and academic in the field of management, and specialises in the theory and practice of corporate strategy, innovation and telecommunications business development. Dr. Rice has a bachelors degree in Business from QUT, masters degrees from QUT and Griffith University in Brisbane and a Ph.D. from Curtin University in Perth. His Ph.D. investigated the emergence of alliance strategies by the multinational high technology firms Nokia and Ericsson. Dr. Rice has published more than 50 peer-reviewed papers in refereed journals and conference proceedings in the last 10 years, including the International Journal of Organizational Behaviour, International Journal of Technology Management and Sustainable Development, and International Journal of Technology Management. Dr. Rice has been the recipient of research funding from the Australian Research Council and other agencies and has consulted with a variety of firms in the private and public sectors in Australia.