"I think the fundamental dependency of such a definition is on the KM vision and objectives of the organization. For example, an organization that is targeting innovation through KM needs people who are slightly different from an organization that aims to achieve learning/productivity improvements through KM. Having said that, KM, however, needs people with a versatile or eclectic background and profile/competency.The above is most precise, not because the KM industry lacks such a conceptual clarity, not even because I admire Aa..ha!'s simplified approach; but simply because it gives a clear overview. In fact, KM is too broad (rather some would say complex) and hence one has to have focus (by level, sector, region, background and type of work) to even understand what is the actual concern about the term competency.
1. People skills: Networking and Organizational behaviour skills to start with. Also important would be insights into how people learn, collaborate and share/reuse/apply knowledge
2. Technology skills: Requirements gathering, products evaluation, design and testing (More skills required in the case of a KM developer)
3. Process skills: I think this is important but neglected. Understanding of business and project management processes in order to lead to improvements from the perspective of knowledge capture, sharing and utilization.... [source]"
The literature on this theme is growing, with a recent book:
About the book: This edited book contains papers from the 2008 International Conference on Knowledge Management to be held in Columbus, Ohio. The papers represent much of the best and most up-to-date work by researchers and practitioners in the field of knowledge management. It provides insights into the knowledge management practices within organization and discusses issues related to knowledge management competencies and professionalism. It is a good reference source for information and knowledge professionals and can be read by both graduate and undergraduate students.
Information Worker Competency