**6. Conclusion and further research directions**

Research on Knowledge Governance has a two-way future. The theoretical clarification and the development of everyday practice are interactively and mutually influencing each other. Similarly, the national and global actors can learn a lot from the consolisated experiences and best practices of the corporate arena. In the same way, scientists, consultants, policy experts and CKO's can start a fruitful conversation about the Knowledge Governance basics and specialities.

From a "disciplinary and theoretical perspective" (Foss & Michailova, 2009), *region, culture and business sector-specific research programmes* are very important to aggregate field experiences, supporting the formation of general statements, methods and next generation research questions. The Knowledge Governance Program of the Center for Development Research at University of Bonn, led by Hans-Dieter Evers is currently in its fourth project phase. This comparative research is simultaneously studies the practice of large corporations and small and medium enterprises in South-East Asia and Africa. Their results successfully demonstrated, that "*Asian nations differ greatly in their success in closing the gap between local and global knowledge*"8. The fresh, sustainability-oriented Knowledge Governance program of the transdisciplinary Canadian POLIS Project on Ecological Governance explores "*complex philosophical, ethical, legal and political issues*" in the context of academic and indigenous knowledge, concentrating to the "*collaborative knowledge creation and sharing of associated rights and responsibilities beyond the corporate partnership model*"9. The Knowledge Governance Fora of KEI (Knowledge Ecology International)10 joins with the main global representatives of the legal field.

From a "methodology perspective", knowledge governance experts have to find convincing and standardizable solutions for the most painful organizational challenges: how to develop new methods to reengineer the channels of knowledge aquisition? How to insert the culture of knowledge building into the center of strategic thinking? How to design new, effective knowledge environments for decision makers, and how to make them *abductive*? It would be easy to produce far longer question lists and more dense keyword maps, but detecting the dynamics is currently more important than providing full analytic descriptions.
