Integrated socio‐technical knowledge management model: an empirical evaluation

Abstract

Purpose -The purpose of this paper is to examine the validity of the proposed integrated socio-technical knowledge management (KM) model, and to determine the relative importance of social and technical initiatives in organizational KM.Design/methodology/approach -The conceptual model was proposed with three inter-related concepts (knowledge stocks, processes, and socio-technical enablers) and was tested via a survey-based study in the context of public administration of a small European country using 185 senior Civil Servants as subjects.Findings -The findings provided a confirmatory test of the proposed model and revealed social factors to be of greater importance than technical factors in advancing organizational knowledge in the case of public administration organizations. They also pointed to leadership as the single most important enabler of organizational KM in these organizations.Research limitations/implications -Findings are based on European public administration and may not reflect other geographic, economic and cultural contexts. Variables were perceptual and measurement items proxies for the real phenomena. There is a need for including objective data, improving measurement, and extending research towards deeper analysis of contextual influences on and consequences of KM.Practical implications -The model may be useful to managers for predicting organizational learning, as well as intervening to enhance organizational social environment and to increase the likelihood of technology use in KM.Originality/value -The main contribution of this research is the discovery of complex interactions among knowledge enablers and processes influencing knowledge stocks. Another contribution of this research is the revelation that (at least in the context of public administration) leadership may be the single most important enabler of successful KM.

The Influence of Knowledge Management on Learning in Government Organisations

“…However, these business benefits are not clearly seen within the government organisation culture where it is believed that complex government policies create basic challenges that prevent smooth and active exchange of knowledge from even effectively transferring tacit knowledge within it [3] [20]. Handzic [21] emphasises that even the GO's complex interactions influences the knowledge stocks of the organisation. Three studies on the Malaysian government showed a need for knowledge sharing practices, after knowledge economy strategy that was set ten years ago [10] [22].…”

The 7-Circle Model: A Practical and Coherent KM Model for Managing Organizational Knowledge

“…Information technology has been suggested as an important factor in knowledge repositories, data mining, decision support systems, storage and easily retrieval of knowledge resources (Handzic, 2011). I.T has been useful in connecting people to information and has enhanced communication flow among employees of organizations.…”

“…This model emphasised the operative ways to generate the right knowledge and the effective ways to use organizational knowledge. Interestingly, widely-adopted taxonomy of KM recognizes three schools of thought namely: behavioral, economic and technocratic (Handzic, 2011). In a bid to provide a simple and more applicable model for practitioners necessitated the introduction of the 7-circle model.…”

Integrating Corporate Social Responsibility (CSR)Governance into SustainableDevelopment

“…Further, CSR communication has become synonymous with Corporate Disclosure. [6] Communication needs to be taken seriously among the promising interventions to build on stakeholder communication, pro-active reporting, building trust, and organizing multi-stakeholders voice.…”