Suzanne Zyngier

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Dr. Suzanne Zyngier is a globally respected knowledge management expert and was the Associate Dean (International) in the Faculty of Business, Economics and Law, at La Trobe University, Australia. She has held academic appointments at Monash University and Swinburne University of Technology.
Her current research centres collaborative knowledge development and on the governance of knowledge management strategies. Suzanne developed the KM governance framework detailing the relationship of governance to the effective implementation of KM processes, and in defining the roles and tasks involved at each point of governance: planning and development of the KM strategy and the implementation of that strategy and resulting KM benefits realization.
Prior to joining academia her previous career was as an experienced knowledge management and information services analyst where she conducted her own business as a consultant to the professional, corporate and not-for profit sectors.
Suzanne is also an advisor to the Bangkok Univrsity Ph.D. program for Knowledge Management and Innovation Management (KIM).
If you would like to read any of my papers or would like to discuss any issue with me please email me.
Phone: +614 07829025

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Richard Tabor Greene

PUT

Alireza Noruzi

University of Tehran

Antonio Dias de Figueiredo

Universidade de Coimbra

Crispin Coombs

Loughborough University

Haitham El-Ghareeb

Mansoura University

Mohammed Seyam

Mansoura University

Naim Kapucu

University of Central Florida

Lluís Codina

Pompeu Fabra University

Luis Borges Gouveia

University Fernando Pessoa

Nikhil Chandra Shil, FCMA

East West University

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Papers by Suzanne Zyngier

r.u.MAD? - Social Justice through Community Connectedness

The r.u.MAD? Program shows students that they can overcome barriers and achieve remarkable result... more The r.u.MAD? Program shows students that they can overcome barriers and achieve remarkable results for themselves, their community and for others. It encourages them to move beyond the 'feelgood' stage of giving, and recognise the privilege of having something to give. It also exemplifies the concept of 'Connectedness' that enables students to have more control of their lives, learn about individual and collective rights and acquire a more participatory social vision.

Knowledge Management Governance

IGI Global eBooks, May 24, 2011

There are many barriers to the implementation of knowledge management (KM) strategies. These incl... more There are many barriers to the implementation of knowledge management (KM) strategies. These include the lack of time and financial resources allocated to sharing knowledge, a lack of organizational understanding of the philosophy and the benefits of KM, and a lack of skills in KM. However, survey data show that the greatest acknowledged obstacle to the implementation of a KM strategy is the management culture of the organization (Chase, 1997; Zyngier, 2001). These obstacles reveal a problem in the implementation of an organizational KM strategy. The problem lies not in the implementation of a given strategy per se, but in the lack of governance of that strategy.

Critical Knowledge-Sharing Barriers and Knowledge Governance in Vietnamese Higher Education Institutions

Advances in knowledge acquisition, transfer and management book series, 2021

This research reveals the Vietnamese higher education institution (HEI) environment to examine kn... more This research reveals the Vietnamese higher education institution (HEI) environment to examine knowledge sharing issues in developing countries. It compares knowledge management (KM) governance mechanisms in HEIs in a developing country with KM governance mechanisms used widely in developed countries. The authors position this research in the contextual of management capacity, infrastructure, and training issues. This chapter considers how strategies to develop and implement knowledge transfer are both led and governed in Vietnamese HEIs. Data were analyzed and triangulated from interviews, focus groups from different universities, and government and university websites in Vietnam. Four significant factors are identified in the KM process—bureaucratic management, hierarchical governance patterns, lack of autonomy, and underdeveloped KM systems—as contributory factors. The results are compared with extant KM governance literature and finds that knowledge is managed through bureaucratic mechanisms. Vietnamese academics rarely share their knowledge critical to research and research-led teaching.

Knowledge Management Governance: Survey Results

KNOWLEDGE MANAGEMENT GOVERNANCE: SURVEY RESULTS SUZANNE ZYNGIER School of Business La Trobe Unive... more

Does KM Governance = KM Success?

Advances in knowledge acquisition, transfer and management book series, Sep 13, 2010

Officers serving in specialist tactical response police teams are highly trained personnel who ar... more Officers serving in specialist tactical response police teams are highly trained personnel who are required to carry heavy loads and perform explosive tasks. The aim of this study was to determine whether performance on a loaded explosive occupational task (urban rush) or distance-based load carriage tasks (2.4 km or 10 km) were indicative of officer success on a specialist selection course (SSC). Eighteen male police officers (mean age = 32.11 ± 5.04 years) participated in the SSC over five consecutive days. Data were categorized into Group 1 (successful applicants, n = 11) and Group 2 (unsuccessful applicants, n = 7). Independent sample t-tests were performed to determine differences between groups, along with point-biserial correlations to investigate associations between anthropometric and event performance data and course completion success. Alpha levels were set at p = 0.05 a priori. Height (p = 0.025), body weight (p = 0.007), and 2.4 km loaded performance (p = 0.013) were significantly different between groups, where being shorter (r pb (16) = −0.526, p < 0.05), lighter (r pb (16) = −0.615, p < 0.01), and faster (r pb (16) = −0.572, p < 0.05) were associated with course success. While a loaded 2.4 km event is associated with success, a ceiling effect for an explosive anaerobic task and a longer 10 km task may exist, whereby increases in performance are not associated with selection success.

Suzanne Zyngier

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