Knowledge Management in the Public Sector: UK Case Study Perspectives

Moffett, Sandra; Walker, Tim

doi:10.1007/978-3-319-09501-1_4

Cited by 4 publications

(3 citation statements)

References 24 publications

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“…KM practices have been shown to drive efficiency, sustainability, and innovation within governmental agencies (Osborne et al 2015;Nonaka et al 2014;Nonaka, Von Krogh, and Voelpel 2006). With an increasing interest in seeking new approaches to weather rapidly changing external environments and fiscal austerity, public sector is implementing KM practices to enhance service delivery and performance (Moffett and Walker 2015;Richards and Duxbury, 2015;Al Ahbabi et al 2019). KM practices represent a radical change in the structure and culture of the organisations (Ashok, Narula, and Martinez-Noya 2016).…”

Section: Introductionmentioning

confidence: 99%

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Ashok

Dhaheri²,

Madan

et al. 2021

JKM

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Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

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Section: Introductionmentioning

confidence: 99%

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Ashok

Dhaheri²,

Madan

et al. 2021

JKM

View full text Add to dashboard Cite

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“…Although there are still certain categories which are accessible to SMEs, there is a common belief that not being able to meet the capacity is the main obstacle for these types of businesses to become actively involved in the public sector (Munoz, 2009). Moffett and Walker (2015) state that many small to medium-sized businesses have the expertise required to procure to the public sector competently. But even the most dynamic businesses in the marketplace can find it difficult to communicate their star qualities within the constraints of public sector procurement.…”

Section: Introductionmentioning

confidence: 99%

Investigation of current perspectives for NHS Wales sustainable development through procurement policies

Papanagnou

Shchaveleva

2018

Public Money & Management

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Public sector procurement has to operate under the pressure of policies and strict budgets. This paper examines the current perspectives of NHS Wales Shared Services Partnership (NWSSP) on sustainable procurement policies through the environmental, social and economic dimensions. In particular, it investigates the adoption levels of the sustainable procurement policies of buyers (NHS Wales), examines the level of engagement of SMEs to NHS Wales, and explores the support for the existing sustainable procurement function through order-processing analysis of catalogue coverage

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“…Perhaps in any discussion of application of modern technology in the library, as revealed by Penn-Edwards (2015) the first thing that comes to mind is the computer. The computer has made such a tremendous impact on the organization, management and dissemination of information that it readily commends itself to any library ready to accept it (Moffett et al, 2015). When computers first made their impact on libraries especially with the automation of house-keeping routines, resource managers had expected financial savings as machine took over the work of humans.…”

Section: Introductionmentioning

confidence: 99%

Determinants of Students Utilisation of Computer Information Retrieval System in Academic Libraries: Evidence from Ghana

Li¹,

Abubakar²,

Akomeah³

2016

IJARPED

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A number of educational institutions and libraries have established computerized information retrieval systems (CIRS) to help students to easily identify resources for their academic pursuit. The study investigates and retests the Unified Theory of Adoption and Use of Technology as a model for explaining technology (UTAUT) use among library users in the University of Ghana (UG). A questionnaire with 31 items based on the UTAUT study of (Venkatesh et al., 2003) and analysed on a 7 point Likert Scale was distributed to students using the Balme Library -University of Ghana. The results reveal that many students judge their ability to use the computer information retrieval system to accomplish the specified task as poor due to non-familiarity with the system. It is noted that a lot of students also doubt the ability of the system to provide the required responses they are looking for. This may be due to misconceptions from previous experiences or information gained from other people who have not been successful in using the information retrieval system. The study recommends that the Library incorporates the basic skills of interacting with the CIRS in its orientation programme to give students an acceptable perception of the CIRS.

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Knowledge Management in the Public Sector: UK Case Study Perspectives

Cited by 4 publications

References 24 publications

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Investigation of current perspectives for NHS Wales sustainable development through procurement policies

Determinants of Students Utilisation of Computer Information Retrieval System in Academic Libraries: Evidence from Ghana

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