Building a competitive public sector with knowledge management strategy:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Hershey, Pa.
Business Science Reference
2014
|
| Schriftenreihe: | Advances in human recources management and organizational development (AHRMOD) book series
Premier reference source |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | "This book explores different practices and theories of knowledge management that will lead to an efficient way of sustaining knowledge in order to improve organizational learning and enhance company performance" Incl. bibliogr. references and index |
| Beschreibung: | XIX, 494 S. graph. Darst. |
| ISBN: | 9781466644342 9781466644366 |
Internformat
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| 500 | |a Incl. bibliogr. references and index | ||
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| 650 | 4 | |a Organizational learning | |
| 650 | 4 | |a Organizational effectiveness | |
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Datensatz im Suchindex
| _version_ | 1804150491157889024 |
|---|---|
| adam_text | Titel: Building a competitive public sector with knowledge management strategy
Autor: Al-Bastaki, Yousif A. Latif
Jahr: 2014
Detailed Table of Contents
Preface.................................................................................................................................................xiv
Chapter 1
Knowledge Manageability: A New Paradigm.........................................................................................1
Albert J. Simard, Defence Research and Development, Canada
Philippe Jourdeuil, Department of Aboriginal Affairs and Northern Development Canada, Canada
This chapter proposes a new paradigm—knowledge manageability—in which knowledge management
does not attempt to change an organization s work processes or cultural norms but rather adapts its
principles and practices to the existing organizational context.
Chapter 2
Knowledge Management Initiatives in Indian Public Sector ..............................................................53
Neeta Baporikar, Ministry of Higher Education, Oman
This chapter aims to convey a comprehensive understanding of knowledge management applications to
the public sector and through case studies recognizes the initiatives of knowledge management in the
Indian public sector.
Chapter 3
Government as a Partner in Knowledge Management: Lessons from the US Freedom of
Information Act.....................................................................................................................................90
G. Scott Erickson, Ithaca College, USA
This chapter assesses the reliability and predictability of government departments as partners in corporate
knowledge management systems. The specific topic is knowledge availability under the US Freedom of
Information Act, but the general implications apply to governments at all levels around the world that
hold business information, data, or knowledge assets.
Chapter 4
Organisational Readiness for Knowledge Management: Bahrain Public Sector Case Study.............104
Amani Shajera, University of Bahrain, Bahrain
YousifAl-Bastaki, University of Bahrain, Bahrain
This chapter aims to explore the factors that affect organizational readiness for knowledge management
in public sector organizations in Bahrain. Research indicated that culture (collaboration, trust, and learn-
ing), structure (centralization, formalization, and rewards systems), and IT infrastructure (IT support)
all provide a sound basis through which organizations can assess their readiness for KM.
Chapter 5
Building a Supportive Culture for Sustained Organisational Learning in Public Sectors.................118
Sepani Senaratne, University of Western Sydney, Australia
Michele Florencia Victoria, University of Moratuwa, Sri Lanka
This chapter aims to provide an approach for building a supportive organizational culture for sustained
organizational learning in public sectors. Changing a culture is not an easy task. It involves an in-depth
understanding about culture and its relationship with organizational learning.
Chapter 6
Drivers, Benefits, and Challenges of Knowledge Management in Electronic Government:
Preliminary Examination....................................................................................................................135
Kalsom Salleh, Universiti Technologi MARA, Malaysia
This chapter explores the role of knowledge management and knowledge workers in a public sector or-
ganization through the broader perspective of aiming to achieve E-Govemment orientation in Malaysia.
The primary focus of this preliminary study emphasizes the use of technology resources to leverage the
experiences, ideas, and expertise of an organization s employees (knowledge resources) for the embed-
ded knowledge assets.
Chapter 7
Developing Organizational Renewal Capability in the Municipal (City) Organization....................151
Anna-Maija Nisula, Lappeenranta University of Technology, Finland
This chapter aims to increase understanding and management of knowledge management in public
sector organizations. In this chapter, the knowledge-management-based assessment and development
process of organizational renewal capability is presented and demonstrated in one laige municipal (city)
organization.
Chapter 8
Lessons from the Private Sector: A Framework to be Adopted in the Public Sector..........................173
Jamie O Brien, St. Norbert College, USA
This chapter explores various knowledge indicators at an organizational level, presents a knowledge
assessment framework with accompanying research probes, and discusses avenues for future research.
The motivation for this research rests on exploring more effective ways of assessing and managing
knowledge at the organizational level.
Chapter 9
Best Value and Performance Management Inspired Change within UK Councils: A Knowledge
Management Perspective....................................................................................................................199
Sandra Moffett, University of Ulster, Ireland
Tim Walker, Belfast City Council, Ireland
Rodney McAdam, University of Ulster, Ireland
This chapter focuses on an exploratory study from an operational perspective, investigating the role of
KM in the UK public sector, the case setting being within council waste services. Key literary findings
outline that while the UK Government seeks to improve council service delivery, significant legacies
remain from earlier change programs which appear to be restricting the Local Government Modernisa-
tion Agenda (LGMA).
Chapter 10
The Four Levers for Change in Knowledge Management Implementation ......................................227
Robert Flynn, The Futures Group, Australia
Verena Marshall, The Futures Group, Australia
This chapter argues the connection between successful knowledge management implementation and a
robust change management platform. The framework emanating from the platform is that of four levers:
mobilization, communication, infrastructure, and sustainability. The content examines utilization of the
four levers in overcoming the barriers to knowledge management systems and promoting commitment
to their success.
Chapter 11
Enabling Factors for Knowledge Sharing among Employees in the Workplace...............................246
Temtim Assefa, Addis Ababa University, Ethiopia
Monica Garfield, Bentley University, USA
Million Meshesha, Addis Ababa University, Ethiopia
This chapter investigates enabling factors that promote knowledge sharing among employees in the
workplace with the aim of increasing understanding of the issue. Specifically, the research has addressed
why employees seek knowledge from other sources, and the factors that motivate employees to share
knowledge in the workplace.
Chapter 12
Employing Individuals Social Capital to Create Value in the Public Sector Organisations.............272
Mahmood Ghaznavi, Massey University, New Zealand
Salman Iqbal, Massey University, New Zealand
Paul Toulson, Massey University, New Zealand
This chapter discusses how public sector knowledge workers can utilize their social capital to create
value for their organization. The chapter presents a task-based knowledge collaboration model to im-
prove performance and innovation capability of public sector organizations. The model suggests that
public sector organizations should support and encourage cross-organizational knowledge collaboration
through informal (personal) networking of employees.
Chapter 13
Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities
using Knowledge Management Assessment Instrument (KMAI).....................................................294
Abu Hassan Abu Bakar, Universiti Sains Malaysia, Malaysia
Wiwied Virgiyanti, Universiti Sains Malaysia, Malaysia
Muhammad Asim Tuf ail, Universiti Sains Malaysia, Malaysia
Mohamad Nizam Yusof, Universiti Sains Malaysia, Malaysia
This chapter aims to investigate the relationship between knowledge management processes and com-
petitive advantage in local authorities in Malaysia, to raise the awareness of the importance of manag-
ing organizational knowledge, particularly in the public sector. Analysis of the study suggests that six
knowledge management processes (knowledge creation, capture, organization, storage, dissemination,
and application) have a strong relationship with competitive advantage.
Chapter 14
Project Story Capturing System: The Use of Storytelling to Capture Tacit Knowledge in
Government Projects...........................................................................................................................315
Khairul Shafee Kalid, Universiti Teknologi Petronas, Malaysia
Mohd Syafiq Saifullah, Universiti Teknologi Petronas, Malaysia
This chapter presents the development of a project story capturing system that assists the knowledge cap-
turer to capture knowledge from experienced project members in the form of storytelling via interviews.
The knowledge capturer captures the experts stories concerning lessons learned, solutions to problems,
and insights to issues and conflicts that might emerge during project implementation.
Chapter 15
Assessing Knowledge Management Systems Usage in Supporting Decision Making Processes
in Organizations.................................................................................................................................326
Mahmoud Abdelrahman, University of Manchester, UK
K. Nadia Papamichail, University of Manchester, UK
Simon French, University of Warwick, UK
This chapter presents an initial insight into the little-researched phenomenon of how Knowledge Manage-
ment Systems (KMSs) can support decision-making processes in organizations. This chapter proposes a
framework, USUQ, that will benefit managers in both public and private sectors through knowing how
the Usage, Satisfaction, Usefulness, and the Quality of a KMS can support decision-making processes.
Chapter 16
Decision-Making Processes Based on Knowledge Gained from Spatial Data..................................341
Elzbieta Malinowski, University of Costa Rica, Costa Rica
This chapter refers to different issues that public institutions must face to be able to generate knowl-
edge from spatial data in order to support decision-making processes. This chapter looks for answers to
several aspects: what tools are available for non-expert users to handle spatial data, who will provide
spatial and related conventional data to stakeholders interested in analyzing such, and how is it possible
to ensure data quality?
Chapter 17
Towards a Competitive Knowledge Management Strategy Approach in the University Setting:
The Case of Ca Foscari University of Venice.....................................................................................362
Filippo Zanin, University of Udine, Italy
Maurizio Massaro, University of Udine, Italy
Carlo Bagnoli, Ca Foscari University of Venice, Italy
This chapter explores how strategy maps shape strategy processes, mobilizing knowledge across bound-
aries. This chapter investigates the use of interactive strategy maps in strategy knowledge formation in
a university setting. In particular, the chapter draws attention to the cognitive benefits of strategy maps,
emphasizing the fact that they allow strategists to make strategic reasoning more explicit, holistic, and
interactive.
Chapter 18
Communities of Practice in the Catalan Public Administration: Promoting Their Improvement......383
David Rodriguez-Gomez, Universität Autônoma de Barcelona, Spain
Joaquin Gairin, Universität Autônoma de Barcelona, Spain
This chapter presents some of the most important results of a study conducted in two departments within
the Catalan public administration sector. This study enabled authors to present proposals aimed at im-
proving the dynamics of the Communities of Practice (CoP) in public administration, and to suggest
possible avenues of research focused on improving the functioning of the public sector.
Chapter 19
Semiotic Analysis of the Conceptual Outlay of Knowledge Management: Lessons from South
African Case........................................................................................................................................403
Mooketsi Bojelo, University of Botswana, Botswana
Bwalya Kelvin Joseph, University of Botswana, Botswana
This chapter presents the fundamental concepts of knowledge management, especially as conceptualized
in the African context, and paves the way for the design of a framework commensurate to the dynamic
environment of the African continent. The chapter presents key concepts of knowledge management
and probes whether the desired levels of knowledge management development have been reached to
guarantee effective participation in the global knowledge value chains.
Chapter 20
Knowledge Management in Public Construction Project Initiation ..................................................422
Marja Naaranoja, University of Vaasa, Finland
Lorna Uden, Staffordshire University, UK
This chapter describes two case studies involving knowledge management of a public sector construction
project for two universities in Finland. There were many different stakeholders involved in the projects.
Although much effort was put into the project during the initial stages, the projects starts were delayed.
Compilation of References
About the Contributors.....
Index....................................
436
483
492
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| spelling | Building a competitive public sector with knowledge management strategy Yousif Al-Bastaki ...[eds.] Hershey, Pa. Business Science Reference 2014 XIX, 494 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Advances in human recources management and organizational development (AHRMOD) book series Premier reference source "This book explores different practices and theories of knowledge management that will lead to an efficient way of sustaining knowledge in order to improve organizational learning and enhance company performance" Incl. bibliogr. references and index Knowledge management Organizational learning Organizational effectiveness 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Al-Bastaki, Yousif A. Latif. Sonstige oth Erscheint auch als Online-Ausgabe 978-1-4666-4435-9 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=026082667&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Building a competitive public sector with knowledge management strategy Knowledge management Organizational learning Organizational effectiveness |
| subject_GND | (DE-588)4143413-4 |
| title | Building a competitive public sector with knowledge management strategy |
| title_auth | Building a competitive public sector with knowledge management strategy |
| title_exact_search | Building a competitive public sector with knowledge management strategy |
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| title_fullStr | Building a competitive public sector with knowledge management strategy Yousif Al-Bastaki ...[eds.] |
| title_full_unstemmed | Building a competitive public sector with knowledge management strategy Yousif Al-Bastaki ...[eds.] |
| title_short | Building a competitive public sector with knowledge management strategy |
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| topic | Knowledge management Organizational learning Organizational effectiveness |
| topic_facet | Knowledge management Organizational learning Organizational effectiveness Aufsatzsammlung |
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