ABCs of KMEvidence for KM practice

What is the relationship between knowledge management and risk management?

A recent LinkedIn post1 asks these important questions:

Have you considered that Knowledge Management is Risk Management?

Or do you see it as a nice to have – simply capturing information as resources to be accessed in the future?

If we look at the research knowledge, we find that knowledge management (KM) can certainly be risk management, particularly if we look at KM from a knowledge risks perspective.

Professors Susanne Durst and Malgorzata Zieba’s groundbreaking work on this is presented in their 2018 foundation paper2 summarised in the RealKM Magazine article3 “Looking at knowledge management from a knowledge risks perspective.” Figure 1 below shows the knowledge risks map from the paper.

One area of knowledge risks that I have addressed in my own work is the operational risks associated with program and project management. This field faces a number of the operational risks4 shown in Figure 1, including continuity risks and knowledge transfer risk. The short-term nature of programs and projects means that staff are often temporary, so may not have existing knowledge sharing relationships when they begin, and take their knowledge with them when they move to their next contract.

Approaches to addressing these operational risks are explored in the RealKM Magazine series “KM in project-based & temporary organisations,” in particular:

  • Part 65 – Using a risk causation model to capture and transfer knowledge.
  • Part 76 – The risk library approach and how it relates to the risk causation model.

Another area of knowledge risks is the human risks of knowledge withholding, hiding, and hoarding, for which there is a growing body of research, as presented in the RealKM Magazine series on this topic.

Professor Durst highlights the need to address knowledge risks in the paper7 “A plea for responsible and inclusive knowledge management at the world level.” Hanna M. Koskinen explores core principles for responsible KM (rKM) in her thesis “The Emerging Concept of Responsible Knowledge Management (rKM): Identifying and Formulating the Core Principles of rKM” which we’re presenting in RealKM Magazine8.

Knowledge risks map
Figure 1. Knowledge risks map (source: Durst & Zieba 2018).

Header image source: Wokandapix on Pixabay.

References:

  1. Gravesande, T. (2026, July). Have you considered that Knowledge Management is Risk Management? LinkedIn.
  2. Durst, S., & Zieba, M. (2018). Mapping knowledge risks: towards a better understanding of knowledge management. Knowledge Management Research & Practice, 17(1), 1-13.
  3. Boyes, B. (2018, November 1). Looking at knowledge management from a knowledge risks perspective. RealKM Magazine.
  4. Boyes, B. (2022, June 27). KM in project-based & temporary organisations: Part 1 – Barriers to knowledge sharing and transfer. RealKM Magazine.
  5. Boyes, B. (2022, August 29). KM in project-based & temporary organisations: Part 6 – Using a risk causation model to capture and transfer knowledge. RealKM Magazine.
  6. Boyes, B. (2022, September 12). KM in project-based & temporary organisations: Part 7 – The risk library approach and how it relates to the risk causation model. RealKM Magazine.
  7. Durst, S. (2024). A plea for responsible and inclusive knowledge management at the world level. VINE Journal of Information and Knowledge Management Systems, 54(1), 211-219.
  8. Koskinen, H. M. (2025). The Emerging Concept of Responsible Knowledge Management (rKM): Identifying and Formulating the Core Principles of rKM. (Master’s Thesis, LUT University).

Bruce Boyes

Bruce Boyes is editor, lead writer, and a director of RealKM Magazine and winner of the international Knowledge Management Award 2025 (Individual Category). He is an experienced knowledge manager, environmental manager, project manager, communicator, and educator, and holds a Master of Environmental Management with Distinction and a Certificate of Technology (Electronics). His many career highlights include: establishing RealKM Magazine as an award-winning resource with more than 2,500 articles and 5 million reader views, leading the knowledge management (KM) community KM and Sustainable Development Goals (SDGs) initiative, using agile approaches to oversee the on time and under budget implementation of an award-winning $77.4 million recovery program for one of Australia's iconic river systems, leading a knowledge strategy process for Australia’s 56 natural resource management (NRM) regional organisations, pioneering collaborative learning and governance approaches to empower communities to sustainably manage landscapes and catchments in the face of complexity, being one of the first to join a new landmark aviation complexity initiative, initiating and teaching two new knowledge management subjects at Shanxi University in China, and writing numerous notable environmental strategies, reports, and other works.

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