{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,11,6]],"date-time":"2025-11-06T15:47:58Z","timestamp":1762444078503,"version":"3.41.2"},"reference-count":11,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2001,3,1]],"date-time":"2001-03-01T00:00:00Z","timestamp":983404800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,3,1]]},"abstract":"<jats:p>The authors build on a recent article which highlighted the difficulty that many managers have in understanding why knowledge management (KM) is important for them personally and their organisation. It argued that the issue can be addressed by ensuring that KM is understood in ways that illustrate its managerial currency, actionability and relevance and described how to achieve currency and actionability of the KM idea. This second paper addresses \u201cpersonal relevance\u201d, the other essential characteristic of usable ideas. The authors illustrate how different managerial roles can appreciate this personal relevance by focusing their activity selectively on different domains of managerial knowledge and specific, targeted knowledge management activities. KM is revealed as a usable idea which enhances their personal effectiveness, organisational influence and credibility as well as long\u2010term organisational interest. A personal KM audit is presented.<\/jats:p>","DOI":"10.1108\/13673270110384400","type":"journal-article","created":{"date-parts":[[2007,4,13]],"date-time":"2007-04-13T10:02:08Z","timestamp":1176458528000},"page":"58-68","source":"Crossref","is-referenced-by-count":29,"title":["Managing knowledge for personal and organisational benefit"],"prefix":"10.1108","volume":"5","author":[{"given":"Catherine","family":"Bailey","sequence":"first","affiliation":[]},{"given":"Martin","family":"Clarke","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022031420132870000_B1","unstructured":"Bailey, C. and Clarke, M. (1999), \u201cGoing for gold\u201d, Human Resources, March, pp. 69\u201072."},{"key":"key2022031420132870000_B2","doi-asserted-by":"crossref","unstructured":"Bailey, C. and Clarke, M. (2000), \u201cHow do managers use knowledge about knowledge management?\u201d, Journal of Knowledge Management, Vol. 4 No. 3.","DOI":"10.1108\/13673270010350039"},{"key":"key2022031420132870000_B3","unstructured":"Butcher, D. and Clarke, M. (1998), \u201cOffice politics: the art of the possible\u201d, Director, December, pp. 27\u20108."},{"key":"key2022031420132870000_B4","unstructured":"Butcher, D. and Atkinson, S. (2000), \u201cThe bottom\u2010up principle\u201d, Management Review, January,  pp. 48\u201053."},{"key":"key2022031420132870000_B5","doi-asserted-by":"crossref","unstructured":"Clarke, M. and Meldrum, M. (1999), \u201cCreating change from below: early lessons for change agents\u201d, Leadership & Organisational Development Journal, Vol. 20 No. 2, pp. 70\u201080.","DOI":"10.1108\/01437739910259172"},{"key":"key2022031420132870000_B6","unstructured":"Evans, C. (2000), Developing a Knowledge Creating Culture, Roffey Park Report, Horsham."},{"key":"key2022031420132870000_B7","unstructured":"Hackett, B. (1999), \u201cManaging knowledge: the HR role\u201d, HR Executive Review, The Conference Board, Vol. 6 No. 4."},{"key":"key2022031420132870000_B8","doi-asserted-by":"crossref","unstructured":"McAdam, R. and McCreedy, S. (1999), \u201cThe process of knowledge management within organisations: a critical assessment of both theory and practice\u201d, Knowledge and Process Management, Vol. 6 No. 2, pp. 101\u201013.","DOI":"10.1002\/(SICI)1099-1441(199906)6:2<101::AID-KPM53>3.0.CO;2-P"},{"key":"key2022031420132870000_B9","unstructured":"Murray, P. and Myers, A. (1997), reported in \u201cThe knowledge barrier\u201d, Information Strategy, Vol. 2  No. 7, pp. 26\u201033."},{"key":"key2022031420132870000_B10","doi-asserted-by":"crossref","unstructured":"Neef, D. (1999), \u201cMaking the case for knowledge management: the bigger picture\u201d, Management Decision, Vol. 37 No. 1, pp. 72\u20108.","DOI":"10.1108\/00251749910252049"},{"key":"key2022031420132870000_B11","unstructured":"Stewart, T.A. (1997), Intellectual Capital, The New Wealth of Nations, Nicholas Brealey, London."}],"container-title":["Journal of Knowledge Management"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/13673270110384400","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/13673270110384400\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/13673270110384400\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:10:09Z","timestamp":1753402209000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/jkm\/article\/5\/1\/58-68\/264150"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2001,3,1]]},"references-count":11,"journal-issue":{"issue":"1","published-print":{"date-parts":[[2001,3,1]]}},"alternative-id":["10.1108\/13673270110384400"],"URL":"https:\/\/doi.org\/10.1108\/13673270110384400","relation":{},"ISSN":["1367-3270"],"issn-type":[{"type":"print","value":"1367-3270"}],"subject":[],"published":{"date-parts":[[2001,3,1]]}}}