Knowledge management in electronic government : an exploratory study of local authorities in Malaysia

2006 ◽  
Vol 3 (1) ◽  
pp. 133
Author(s):  
Kalsom Salleh ◽  
Syed Noh Syed Ahmad

Public sector organizations in developing countries have not received much attention in the research literature of Knowledge Management (KM). The potential impact of KM in the public sector organizations affecting the stakeholders is greater compared to private sector organizations. This paper explores the role of KM in Local Authorities in the broader perspective towards achieving the Electronic Government (E-Government) orientation in Malaysia. This research used a survey questionnaire distributed to all senior and middle management government officers in a multiple case study of three types of Local Authorities located in the Kuala Lumpur Federal Territory and the state of Selangor. These officers are responsible for strategic policies and operational management in various departments of the Local Authorities. The responses from the questionnaires will provide answers to two critical areas: awareness and readiness of KM adoption in terms of physical assets (KM technology) and intellectual assets (ICT skills and ICT trainings provided to management staff) and also the perceived opportunities and challenges in using KM as a strategic tool in developing knowledge - based civil service and the implementation of E-Government.

2010 ◽  
Vol 7 (1) ◽  
pp. 67
Author(s):  
Kalsom Salleh ◽  
Syed Noh Syed Ahmad ◽  
Syed Omar Sharifuddin Syed Ikhsan

The potential impact of knowledge management in the public sector organizations on the stakeholders is greater than that in the private sector organizations. Knowledge management is regarded as an essential component to the Electronic Government evolution in Malaysia because it uses people and technology to generate creativity and innovation in the existing systems to improve productivity and quality of services. Thus. this paper explores the role ofknowledge management in the Local Authorities in a broader perspective towards achieving the Electronic Government. A case study research of knowledge management in the Local Authorities is imperative as it provides empirical evidence on whether knowledge management is a suitable platform for Electronic Government evolution in Malaysia. Survey questionnaires were distributed to the senior and middle management government officers in the Local Authorities located in the Kuala Lumpur Federal Territory and Selangor State. This group ofgovernment officers was selected as they are responsible for the strategic policies and operational management in various departments ofthe Local Authorities. The responses from the questionnaires were aimed to identify the potential benefits and challenges in using KM as a strategic management tool to improve the internal operational efficiency and electronic service delivery system ofthe Local Authorities. Thefindings revealed a high level ofperceived importance ofKM benefits in achieving the Electronic Government paradigm. However, the main obstaclesfor the Local Authorities to adopt knowledge management are non-standardized processes and procedures of organizational systems and outdated information and communication technology and inadequate knowledge management tools.


2019 ◽  
Vol 49 (4) ◽  
pp. 568-593 ◽  
Author(s):  
Mohsenah Al Yami ◽  
Mian M. Ajmal

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.


Author(s):  
Robert Flynn ◽  
Verena Marshall

The purpose of this chapter is to argue the connection between successful knowledge management implementation and a robust change management platform. The framework emanating from the platform is that of four levers: Mobilisation, Communication, Infrastructure, and Sustainability. Drawing on the research literature and the writers’ combined experience in implementing change and knowledge management in the Public Sector, the content examines utilisation of the four levers in overcoming the barriers to knowledge management systems and promoting commitment to their success. A planned outcome of this chapter is that Public Sector managers can consider and “leverage” the opportunity offered by knowledge management and sharing in the formulation and delivery of government policy. The framework of the four levers is considered from a conceptual perspective and acknowledges the opportunity for their exploration and testing in future empirical research.


Author(s):  
Anna-Maija Nisula

The objective of this chapter is 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 it is demonstrated in one large municipal (city) organization. The chapter thereby contributes to the discussion of the importance of organizational renewal capability and knowledge management for public organization renewal and for the performance excellence of public sector organizations in general. The development process of organizational renewal capability provides an approach and methods on how organizations can identify the current state of their renewal enabling factors and the related knowledge processes in order to initiate sustained renewal. Thereby, they can learn to utilize and manage their key knowledge processes by viewing their organization as a developing knowledge system.


Author(s):  
Neeta Baporikar

In general, organizations should identify the skills, expertise, creativity, and motivation of the people if they have to become more competitive and enhance their performance. This is all the more crucial for public sector organizations. Knowledge therein plays a critical and integral role in being productive and innovative. But, unfortunately, public sector organizations don't recognize and take advantage of the dynamics of knowledge management for developing. Implying expertise and skills of the people in the form of knowledge which they possess is ignored or at best used sporadically. Adopting a grounded theory approach and in-depth literature review, the aim of this chapter is to critically appraise public sector organization development through knowledge management dynamics. The focus is on this neglected area because in this competitive era, public sector organizations' success depends not only on the basis of efficiency and effectiveness but also on how they identify, gather, manage, integrate, share and disseminate relevant knowledge to their human capital to bring innovation.


2016 ◽  
Vol 16 (4) ◽  
pp. 200-213 ◽  
Author(s):  
David E Terpstra ◽  
André L Honorée

This study reports on the results of a content analysis of federal court cases examining employment discrimination litigation in private, federal, and state/local sector organizations. One objective was to determine whether there are differences in the types of employment discrimination claims (e.g. race, sex, age, and disability) across the different sectors. A second objective was to determine whether there are differences in the outcomes (whether the case outcome or ruling was for the plaintiff or the defendant) of the different types of employment discrimination cases across the different sectors. The results of this study indicate that there are substantial differences in both the types of discrimination charges and the outcomes of those discrimination charges across the different sectors. The implications of the most significant findings are discussed, and recommendations are offered to organizations interested in reducing the occurrence of employment discrimination and the costs associated with employment discrimination litigation.


2010 ◽  
Vol 54 ◽  
pp. 98-114
Author(s):  
Jelena Konieczna

Šiandien vargu ar atsirastų organizacija, abejojanti korporatyvinės reputacijos svarba. Tačiau iki šiol nėra bendro korporatyvinės reputacijos apibrėžimo. Požiūrių įvairovė turi savo pranašumų ir trūkumų: viena, tai leidžia korporatyvinės reputacijos sąvoką interpretuoti savaip, kita, tampa sudėtinga susigaudyti esamos informacijos kiekyje. Reputacija dažniausiai siejama ir / ar tapatinama su korporatyviniu įvaizdžiu ir korporatyviniu identitetu. Straipsnyje analizuojama korporatyvinio identiteto, korporatyvinio įvaizdžio ir korporatyvinės reputacijos sąvokos, jų panašumai ir skirtumai. Remiantis atlikta mokslinės literatūros analize, įvairių autorių pastabomis ir apibrėžimais, šiame darbe korporatyvinė reputacija suprantama kaip per tam tikrą laiką tarp suinteresuotojų susiformavusi, nusistovėjusi ir viešai perduodama nuomonė apie organizacijos veiklą, bruožus, rezultatus, vertybes, savybes ir pan., nusakanti galimą organizacijos elgseną ateityje ir parodanti organizacijos patikimumo, pripažinimo, pagarbos ir palankumo jai lygį. Kiekviena organizacija, neatsižvelgiant į jos profilį, tipą, sektorių ir dydį, privalo rūpintis savo suinteresuotaisiais ir palaikyti efektyvią komunikaciją su jais. Korporatyvinės reputacijos formavimas – ilgalaikis procesas, kuris duoda daug naudos organizacijai, tačiau dėl netinkamo elgesio gali būti sužlugdytas per labai trumpą laiką. Pagrindiniai teigiamos korporatyvinės reputacijos pranašumai ir nauda organizacijai yra pristatomi straipsnyje.Šio straipsnio tikslas – pristatyti viešojo sektoriaus organizacijų korporatyvinės reputacijos formavimo principus. Išanalizavus ir apibendrinus įvairių autorių siūlomus korporatyvinės reputacijos formavimo elementus ir modelius, darbe išskiriami esminiai korporatyvinės reputacijos formavimo elementai – korporatyvinis identitetas ir korporatyvinis įvaizdis. Svarbu pabrėžti, kad, be šių elementų, organizacijos turi kreipti dėmesį į politinę, ekonominę, socialinę ir technologinę aplinką bei teikti kokybiškas paslaugas. Taip galima pelnyti suinteresuotųjų pasitikėjimą.Korporatyvinės reputacijos formavimo principai straipsnyje išsamiai aprašyti ir pristatyti. Atkreipiamas dėmesys į pasikeitusį organizacijos suinteresuotųjų, kurie ir suformuoja teigiamą arba neigiamą korporatyvinę reputaciją, vaidmenį. Corporate Reputation Formation Principles: Public SectorJelena Konieczna SummaryThere has been a growing research interest in the area of corporate reputation. This topic has been studied in almost all business issues and not so much in public sector organizations. Corporate reputation as a valuable intangible asset needs to be managed by all types of organizations, especially by those service knowledge-based. The article focuses on the topic of corporate reputation formation within the epublic sector. The purpose of the article is to present corporate reputation formation principles for public sector organizations. There are three main objectives of the article: first, to explore the concept of corporate reputation; second, to discuss the benefits of positive corporate reputation for the public sector; and, finally, to identify and analyse corporate identity and corporate image as the main elements of public sector organization’s corporate reputation formation.Key words: public sector, corporate identity, corporate image, corporate reputation, corporate communication.


Author(s):  
Thomas F. Humphrey

The University of Rhode Island requested an assessment of the potential demand for developing new academic programs in the areas of transportation and logistics. Although the research focused on Rhode Island public- and private-sector organizations, it was concluded that the results have broader applications for the academic community. The research was accomplished by interviewing a total of 24 key executives in four large private companies and five large public-sector organizations. The questions focused on “skills required to do your job.” The interviews resulted in the following conclusions: ( a) a distinct difference must be made between education needs, training needs, and outreach needs; ( b) concerning public agency needs, responses tracked closely to the several national studies that have taken place over the past several years; ( c) private-sector organizations view logistics and supply chain management as critical to their bottom line; ( d) there appears to be a common interest among interviewees for universities to establish more outreach programs; ( e) private-sector companies all expressed possible interest in targeted logistics and supply chain management programs (certificate programs or individual courses could be of interest, either as traditional classroom or Internet-based); ( f) definite interest existed among public agencies to establish courses and distance-learning–based certificate programs in “transportation policy and management” (the author's label); and ( g) there were a surprising number of common needs.


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