Developing Organizational Renewal Capability in the Municipal (City) Organization

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.

Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector - Advances in Knowledge Acquisition, Transfer, and Management ◽

Knowledge Management Dynamics and Public Sector Organization Development

10.4018/978-1-5225-9639-4.ch003 ◽

2019 ◽

pp. 55-71 ◽

Cited By ~ 3

Author(s):

Neeta Baporikar

Keyword(s):

Knowledge Management ◽

Public Sector ◽

Organization Development ◽

Theory Approach ◽

Public Sector Organization ◽

The People ◽

Efficiency And Effectiveness ◽

Integral Role ◽

Grounded Theory Approach

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.

Urban Information Systems in Turkish Local Governments

Information Communication Technologies ◽

10.4018/978-1-59904-949-6.ch191 ◽

2008 ◽

pp. 2673-2681

Author(s):

Koray Velibeyoglu

Keyword(s):

Information Systems ◽

Public Sector ◽

Local Governments ◽

Geographical Information Systems ◽

Development Process ◽

Rapid Development ◽

Geographical Information ◽

Digital Maps ◽

Since the end of 1980s, different sectors have implemented geographical information systems (GIS) in Turkey. A study on GIS market in Turkey indicates that municipalities are the primary customers (Gülersoy & Yigiter, 1999). One of the earliest GIS projects in Turkey began with the production of digital maps covering the boundaries of Istanbul Metropolitan Municipality in 1987. Since 1994, a rapid development process has occurred with the widespread diffusion of GIS especially in universities and large public sector organizations respectively. However, the early city-wide municipal GIS projects were initiated only after 1996 (Ucuzal, 1999).

The Optimal Pattern Modeling of Knowledge Management Systems Establishment in Public Sector Organizations (Case Study: Tanavir Organization)

Prestige International Journal of Management & IT - Sanchayan ◽

10.37922/pijmit.2012.v01i01.008 ◽

2012 ◽

Vol 01 (01) ◽

pp. 127-140

Author(s):

Rahman Gaffari

Keyword(s):

Knowledge Management ◽

Public Sector ◽

Management Systems ◽

Knowledge Management Systems ◽

Pattern Modeling

Pursuing sustainable development with knowledge management in public sector

VINE Journal of Information and Knowledge Management Systems ◽

10.1108/vjikms-05-2019-0068 ◽

2019 ◽

Vol 49 (4) ◽

pp. 568-593 ◽

Cited By ~ 5

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 ◽

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.

Building a Competitive Public Sector with Knowledge Management Strategy - Advances in Human Resources Management and Organizational Development ◽

Knowledge Management Initiatives in Indian Public Sector

10.4018/978-1-4666-4434-2.ch002 ◽

2014 ◽

pp. 53-89 ◽

Cited By ~ 6

Author(s):

Neeta Baporikar

Keyword(s):

Knowledge Management ◽

Public Sector ◽

Competitive Advantage ◽

Continuous Process ◽

The Public ◽

Km Strategy ◽

The World ◽

The Common ◽

The Impact

Today, knowledge management has come to be accepted and recognized as a source of competitive advantage in the private sector. Although Knowledge Management (KM) has been gaining attention all over the world, KM as a discipline is still in its infancy, and adoption of KM is still at its nascent stage when it comes to the Public Sector. It is vital for any organization to understand the concept of KM so as to align its KM strategy with the organization’s strategy. This is all the more important when it is the Public Sector because the impact of Public Sector organizations directly affects the common man. Knowledge creation, generation, and application are a continuous process. Without thorough understanding and awareness of KM, the Public Sector may not be able to reap true and full benefits. This chapter aims to bring a comprehensive understanding of KM application to the Public Sector and through cases recognizes the initiatives of KM in the Indian Public Sector.

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

VINE Journal of Information and Knowledge Management Systems ◽

10.1108/vjikms-07-2020-0123 ◽

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 ◽

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.

Current State of Cloud Computing Adoption – An Empirical Study in Major Public Sector Organizations of Saudi Arabia (KSA)

Procedia Computer Science ◽

10.1016/j.procs.2017.06.080 ◽

2017 ◽

Vol 110 ◽

pp. 378-385 ◽

Cited By ~ 11

Author(s):

Majid Al-Ruithe ◽

Elhadj Benkhelifa ◽

Khawar Hameed

Keyword(s):

Cloud Computing ◽

Saudi Arabia ◽

Public Sector ◽

Empirical Study ◽

Current State ◽

Cloud Computing Adoption ◽

Knowledge Management Initiatives in Indian Public Sector

Business Law and Ethics ◽

10.4018/978-1-4666-8195-8.ch054 ◽

2015 ◽

pp. 1065-1100

Author(s):

Neeta Baporikar

Keyword(s):

Knowledge Management ◽

Public Sector ◽

Competitive Advantage ◽

Continuous Process ◽

The Public ◽

Km Strategy ◽

The World ◽

The Common ◽

The Impact

Today, knowledge management has come to be accepted and recognized as a source of competitive advantage in the private sector. Although Knowledge Management (KM) has been gaining attention all over the world, KM as a discipline is still in its infancy, and adoption of KM is still at its nascent stage when it comes to the Public Sector. It is vital for any organization to understand the concept of KM so as to align its KM strategy with the organization's strategy. This is all the more important when it is the Public Sector because the impact of Public Sector organizations directly affects the common man. Knowledge creation, generation, and application are a continuous process. Without thorough understanding and awareness of KM, the Public Sector may not be able to reap true and full benefits. This chapter aims to bring a comprehensive understanding of KM application to the Public Sector and through cases recognizes the initiatives of KM in the Indian Public Sector.

Encyclopedia of Developing Regional Communities with Information and Communication Technology ◽

Urban Information Systems in Turkish Local Governments

10.4018/978-1-59140-575-7.ch127 ◽

2005 ◽

pp. 709-714 ◽

Cited By ~ 1

Author(s):

Koray Velibeyoglu

Keyword(s):

Information Systems ◽

Public Sector ◽

Local Governments ◽

Geographical Information Systems ◽

Development Process ◽

Rapid Development ◽

Geographical Information ◽

Digital Maps ◽

Since the end of 1980s, different sectors have implemented geographical information systems (GIS) in Turkey. A study on GIS market in Turkey indicates that municipalities are the primary customers (Gülersoy & Yigiter, 1999). One of the earliest GIS projects in Turkey began with the production of digital maps covering the boundaries of Istanbul Metropolitan Municipality in 1987. Since 1994, a rapid development process has occurred with the widespread diffusion of GIS especially in universities and large public sector organizations respectively. However, the early city-wide municipal GIS projects were initiated only after 1996 (Ucuzal, 1999).