Does size matter? The effects of public sector organizational size’ on knowledge management processes and operational efficiency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohsenah Al Yami ◽  
Mian M. Ajmal ◽  
Sreejith Balasubramanian
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Operational Efficiency ◽  
Organizational Size ◽  
Content Type ◽  
The Public ◽  
Management Processes ◽  
Public Sector Organizations ◽  
Size Matter ◽  
Knowledge Management Processes

Purpose Firm size is an important contingency variable in macro-organizational studies. Several questions arise in relation to knowledge management and organizational size that is critical to both public and private organizations. Unfortunately, despite its significance, all or most of the studies that examined the effects of organizational size’ on knowledge management have been in the private sector. This paper aims to empirically study the effects of organizational size on the key knowledge management processes and subsequent operational efficiency derived from its implementation in the public sector. Design/methodology/approach A structured country-wide survey of United Arab Emirates public sector organizations was conducted. The 383 completed responses obtained were then analysed to assess the hypothesized differences in the implementation of knowledge management processes (knowledge acquisition, knowledge creation, knowledge capture, knowledge storage and retrieval, knowledge sharing, knowledge utilization) and its impact on the operational efficiency across small and medium, large and very large public sector organizations. Findings The results revealed that the extent of implementation of all six knowledge management processes and operational efficiency followed an inverted “V” pattern, in which, both knowledge management processes and operational efficiency was found to increase while transitioning from small and medium entities to large entities, but was found to decrease while transitioning from large to very large entities. In terms of relationships, while all knowledge management processes had a significant positive impact on the operational efficiency of the public sector, the ability to derive operational efficiency from knowledge management processes was found to be the highest for very large public sector organizations. Practical implications The novel findings are useful for practitioners and policymakers, especially those overseeing a country’s knowledge management initiatives to devise strategies, policies and support mechanisms to ensure public sector organizations, regardless of their size, can implement efficient and effective knowledge management processes to improve their operational efficiency. Originality/value The study is arguably the first comprehensive attempt to understand the impact of organizational size on knowledge management in the public sector.

Pursuing sustainable development with knowledge management in public sector

2019 ◽  
Vol 49 (4) ◽  
pp. 568-593 ◽  
Author(s):  
Mohsenah Al Yami ◽  
Mian M. Ajmal
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Public Sector ◽  
Operational Efficiency ◽  
Extensive Literature ◽  
Content Type ◽  
Storage And Retrieval ◽  
Policy Interventions ◽  
Public Sector Organizations ◽  
Private Sector Organizations

Purpose Knowledge management (KM) is increasingly becoming critical to public sector organizations as it is to private sector organizations. This is because public sector organizations are increasingly held accountable for their actions and are forced to move away from traditional bureaucratic approaches to more managerial ones. For instance, public sector is facing pressure to improve its operational efficiency such as productivity, lead time and expenditure. Similarly, it is also facing pressure to improve its transparency, trust, reliability and accountability, which are key elements of sustainable development (SD). The purpose of this study therefore is to understand the intricate relationship between KM processes, operational efficiency and SD in the public sector. Design/methodology/approach A framework consisting of eight constructs (knowledge acquisition, knowledge creation, knowledge capture, knowledge storage and retrieval, knowledge sharing, knowledge utilization, operational efficiency and SD) and their underlying items was developed through an extensive literature review. Using 383 usable responses collected through a structured questionnaire from the UAE public sector, the constructs and framework were first validated and then the current level of implementation/achievement of KM processes, operational efficiency and SD was assessed along with the hypothesized relationships between the constructs. Findings The findings show that KM processes had a positive and significant direct impact on operational efficiency and SD. Also, operational efficiency was found to strongly mediate the relationship between KM processes and SD. Practical implications The findings are expected to help UAE public sector organizations devise strategies and policy interventions to align and improve their KM processes for achieving operational efficiency and SD. Public sectors looking to focus on SD must focus on KM processes and strive to improve stakeholder engagement, which is a vital aspect of SD. Originality/value Integration of KM processes, operational efficiency and SD has not been attempted previously and hence constitutes the novelty of this work.

Remodelling public sector knowledge management system using key knowledge management processes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maoka Andries Dikotla
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Management System ◽  
Design Methodology ◽  
Qualitative Approach ◽  
Knowledge Management System ◽  
Content Type ◽  
The Public ◽  
Know How ◽  
Management Processes

Purpose The purpose of this paper is to recommend a framework for remodelling a public sector knowledge management system (KMS) using key knowledge management (KM) processes. The rationale is to provide insight and guidelines to organisations that struggle with KM. Design/methodology/approach This desktop study adopted the qualitative approach and literature to support the understanding regarding the remodelling of the public sector KMS using key KM processes. Findings The study found that if KM processes are not considered, the prospect of KM is limited. The best way to manage public sector knowledge is following KM processes using information technology. Without proper KM, organisations may not know how knowledge is generated, codified, stored, shared and used in an organisation. Originality/value The paper provides a framework to guide public sector organisations in the implementation of electronic KM. Thus, proposing a new way of managing knowledge by using the electronic KM processes in the public sector organisations. The study will also benefit other organisations implementing KM programmes.

Communities of Practice in the Catalan Public Administration

2014 ◽  
pp. 383-402 ◽  
Author(s):  
David Rodríguez-Gómez ◽  
Joaquín Gairín
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Optimal Design ◽  
Communities Of Practice ◽  
Public Administration ◽  
Organisational Change ◽  
Quality Standards ◽  
The Public ◽  
Management Processes ◽  
Knowledge Management Processes

Communities of Practice are one of the leading strategies used to promote knowledge management processes aimed at generating both organisational and individual learning along with innovations that contribute to improving the public administration. The optimal design of Communities of Practice in organisations implies exhaustive knowledge of how they work, and particularly identifying and understanding the factors that determine their operation and effectiveness for organisational change. This chapter presents some of the most important results of a study conducted in two departments within the Catalan public administration. The goal of the study was to analyse knowledge management processes and propose intervention protocols and quality standards. This study enabled the authors to present proposals aimed at improving the dynamics of the Communities of Practice in the public administration and to suggest possible avenues of research focused on improving the functioning of the public sector.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2014 ◽  
pp. 294-314
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

Assessing Knowledge Management Processes and Competitive Advantage in Local Authorities using Knowledge Management Assessment Instrument (KMAI)

2015 ◽  
pp. 492-511
Author(s):  
Abu Hassan Abu Bakar ◽  
Wiwied Virgiyanti ◽  
Muhammad Asim Tufail ◽  
Mohamad Nizam Yusof
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Peninsular Malaysia ◽  
Local Authorities ◽  
The Public ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Knowledge Management Processes

For academics and professionals, knowledge management has been widely known as a core agenda and has been recognized as one of the most important sources of competitive advantage. Managing knowledge to achieve organizational performance is not only crucial for private sector institutions, but it is significant for the public sector institutions as well. Since the study of knowledge management in the public sector is still in its infancy, this study is aimed at investigating the relationship between knowledge management processes and competitive advantages in local authorities in Malaysia to raise the awareness of the importance of managing organizational knowledge, particularly in the public sector. For this study, the data was collected from selected Heads of Departments in 42 institutions of local authorities in Peninsular Malaysia and yielded 82 usable responses. The analysis suggests that all six knowledge management processes (knowledge creation, capture, organization, storage, dissemination, and application) have a strong relationship with competitive advantage. This study is expected to raise awareness and provide initial guidelines to local authorities as knowledge-intensive institutions to formulate strategies on how to manage the knowledge management processes within the organization.

Knowledge management processes and performance

2019 ◽  
Vol 33 (1) ◽  
pp. 1-21 ◽  
Author(s):  
Sreejith Balasubramanian ◽  
Sultan Al-Ahbabi ◽  
Sony Sreejith
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Operational Performance ◽  
Federal State ◽  
Content Type ◽  
The Public ◽  
Government Organizations ◽  
Public Sector Organizations ◽  
Innovation Quality ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of ownership of public sector organizations on the implementation of knowledge management (KM) processes and subsequent performance. Design/methodology/approach Using 268 responses obtained from a structured country-wide survey, the study assesses the hypothesized differences in the implementation of KM processes (knowledge creation, knowledge capture and storage, knowledge sharing and knowledge application and use), the overall performance benefits of implementation (innovation, quality and operational performance), and their relationships, among the federal, state and semi-government organizations in the United Arab Emirates. Findings The results show that federal government organizations implement all four KM processes to the greatest extent, followed by state and semi-government organizations. In general, all KM processes had a significant positive impact on the innovation, quality and operational performance of the public sector, but the strength of this impact was found to differ across different public sector organizations. The overall improvement in all three performance aspects was found to be highest for federal, followed by state and semi-government organizations. Practical implications The findings of this study are useful for practitioners and policymakers, especially those overseeing national KM programs to devise strategies, policies and support mechanisms to ensure that public sector organizations, regardless of their ownership, can implement efficient and effective KM processes and achieve their desired performance goals. Originality/value The study is arguably the first comprehensive attempt to understand the impact of firm ownership on KM in the public sector.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

The dynamic relationship of knowledge management processes and project success: modeling the mediating role of knowledge worker satisfaction

2021 ◽  
Vol 27 (6) ◽  
pp. 1657-1676
Author(s):  
Anum Shahzadi ◽  
Shuangyan Li ◽  
Umar Farooq Sahibzada ◽  
Mehwish Malik ◽  
Roshi Khalid ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Project Success ◽  
Knowledge Worker ◽  
Entrepreneurial Leadership ◽  
Content Type ◽  
Mediating Role ◽  
Management Processes ◽  
Worker Satisfaction ◽  
Knowledge Management Processes

PurposeConstructed upon a knowledge-based view, the purpose of this paper aims to empirically examine the entrepreneurial leadership impact as knowledge management enabler on knowledge management processes and knowledge management processes on project success. The study further ascertains the mediating role of knowledge worker satisfaction among knowledge management processes and project success.Design/methodology/approachUsing the data collected from 302 project workers from the software industry, China. The research used structural equation modeling (SEM) to analyze the hypothesis relationships using smart-PLS 3.2.9.FindingsThe outcome of the study reveals that entrepreneurial leadership has a substantial significant impact on knowledge management processes, and knowledge management processes influence project success via knowledge worker satisfaction as a mediator both directly and indirectly. Moreover, the study found partial mediation of knowledge worker satisfaction between knowledge management processes and project success.Practical implicationsThe current research identifies that entrepreneurial leadership may play a role in fostering knowledge management processes in project-based organizations (e.g. software industry) that can use the knowledge management processes to increase their chances of project success. More broadly, the current study contributes to the entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success existing literature and strengthens the relationship and suggest that how project manager's value knowledge worker satisfaction and help organizations gain competitive advantage and project success.Originality/valueAlthough there is an increased significance of knowledge management in the software industry, there is a lack of research that examines the enabling factors and outcomes of knowledge management practices. The present study is one of the first studies to ascertain the relationship of entrepreneurial leadership, knowledge management processes, knowledge worker satisfaction and project success. This is one of the initial researches that not only empirically examines the interrelationships among these variables but also enlighten insights into the current literature by instantaneous investigation of the mediating role of knowledge worker satisfaction.

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