Copyright © 2008, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. abstraCt This article develops an argument for and provides case study evidence to demonstrate that knowledge management (KM) governance is a mechanism that strengthens the development and implementation of KM strategies. It achieves this through locating and formalizing risk management as a function of gover- nance, establishing reporting structures and mechanisms to ensure feedback into the ongoing development of organizational KM. We conclude that the operationalization of KM governance formalizes, locates and authorizes risk management as a structured response to the resolution of the cultural and structural risks and obstacles to KM strategy, and that it achieves this through developed capacity for analysis, articula- tion, strategic alignment and activity to address risks to effective, sustainable KM. Keywords: benefts realization; governance; knowledge management governance; obstacles; risk management introduCtion There are many approaches intended to aid the implementation of knowledge management (KM) strategies in an organization; there are also many frameworks that structure the rationale and management of organizational knowledge. In order for a KM practitioner to seriously refect on practice and manage KM risks, he or she needs both a conceptual framework and tools. In this article, the capacity to manage risks to the effective implementation of strategy, and the capacity to review and to revise strategy according to need is presented as a tool for effective KM practice. Risk management is the process of identi- fying, analyzing, evaluating, dealing with, and monitoring risk. Risks to knowledge manage- ment are both structural and cultural (Chua & Lam, 2005; DeLong & Fahey, 2000; Pfeffer & Sutton, 1999; Zyngier, 2002). The effective implementation of KM strategies demands that we manage risks to those strategies in order to realize the benefts of leveraging organiza- tional knowledge to fulfll strategic aims and objectives. This article is structured as follows: the following section discusses knowledge man- agement strategies and observed risks to those strategies. KM governance is presented as a mechanism that includes risk management as an integral element in a suite of activities. It locates the responsibility for risk management and demonstrates how this is supported within the planning and implementation of strategy. risk Management: strengthening Knowledge Management Suzanne Zyngier, La Trobe University, Australia IGI PUBLISHING This paper appears in the publication, International Journal of Knowledge Management , Volume 4, Issue 3 edited by Murray E. Jennex © 2008, IGI Global 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.igi-global.com ITJ4396