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.

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.

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.

The Influence of Knowledge Management Process Supported With Organizational Strategies on Organizational Performance via Organizational Innovation and Technology

2018 ◽  
pp. 711-751 ◽  
Author(s):  
Yakup Akgül ◽  
Mustafa Zihni Tunca
Keyword(s):  
Knowledge Management ◽  
Stock Market ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Business Strategies ◽  
Organizational Strategies ◽  
The Balanced Scorecard ◽  
Management Processes ◽  
Innovation And Technology ◽  
Knowledge Management Processes

In this chapter, the authors aim to investigate the impact of knowledge management and strategy configuration coherence on İstanbul stock market businesses' innovation and organizational performance through a quantitative analysis carried out on a sample of 203 İstanbul stock market businesses. This study also identified the relationship of organizational performance from the standpoint of the balanced scorecard, which includes the customer-related, internal business process and perceptual financial aspects of organizational performance in İstanbul stock market businesses context. A survey was administered and a sample of 203 middle managers was analyzed using partial least squares (PLS-Smart 2.0) for inferential analysis and SPSS version 22 for descriptive insights. The results of the study revealed that business strategies influence the knowledge management processes fully or partially. Knowledge management processes influence the innovation partially. Innovation influences the organizational performance fully. Knowledge management processes and technology influence the organizational performance partially. Knowledge management processes, technology, and business strategies influence the organizational performance partially.

On Knowledge Management

2000 ◽  
pp. 170-199 ◽  
Author(s):  
Peter H. Carstensen ◽  
Ulrika Snis
Keyword(s):  
Knowledge Management ◽  
Global Economy ◽  
Collaborative Work ◽  
Work Processes ◽  
Work Settings ◽  
Management Processes ◽  
Knowledge Intensive ◽  
Set Up ◽  
Intensive Work ◽  
Knowledge Management Processes

It is widely acknowledged that knowledge is one of the most important assets of today’s organizations. According to Davenport and Prusak (1998), knowledge is often a company’s greatest competitive advantage in a global economy. How to support the company’s knowledge-intensive work processes (e.g., quality support, product design or strategic planning) is therefore becoming a vital issue in many organizations worldwide. Identification, analysis and characterization of the knowledge-intensive work processes become essential in order to qualify a discussion of how to support knowledge management processes. This chapter presents, discusses and reflects upon findings from a study of how highly skilled actors manage information and knowledge, i.e., how information is gathered from a wide range of sources, structured according to needs and relevance for the users, and disseminated to the relevant suppliers in the organization. The aim of the chapter is two-folded: first, to contribute to the general empirical body of knowledge about knowledge-intensive work, especially focusing on the central characteristics of the knowledge management processes; secondly, to initiate a discussion of which overall requirements we must set up for how knowledge management processes could be supported by means of information and communication technology. Knowledge-intensive work processes often concern collaborative problem-solving and mutual support that require effective ways of handling information and knowledge between different people, both in short-term and long-term situations. The distributed and dynamic nature of knowledge management work also imposes a high degree of complexity involving many different actors with different conceptualizations, interpretations, perspectives, needs, etc. of the knowledge produced and approached. The various actors have different perspectives on the concept of knowledge. The work needed to articulate knowledge and make information and knowledge accessible becomes extremely demanding and complex. Often face-to-face interaction is required. However, in complex and collaborative work settings the problem of articulating knowledge by rich interaction and communication is obvious. The actors are distributed both geographically and temporally. There is a need for computer-based mechanisms for interaction and coordination of information and knowledge (cf. e.g., Carstensen and Wulf, 1998).

Designing a maturity model for analyzing information and knowledge management in the public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aki Jääskeläinen ◽  
Virpi Sillanpää ◽  
Nina Helander ◽  
Riikka-Leena Leskelä ◽  
Ira Haavisto ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Organizational Performance ◽  
Management Practices ◽  
Extensive Literature ◽  
Maturity Model ◽  
Content Type ◽  
The Public ◽  
Depth Analysis ◽  
Information And Knowledge Management

Purpose This study aims to report the design and testing of a maturity model for information and knowledge management in the public sector, intended for use in frequent monitoring, trend analysis and in-depth analysis of the contemporary information and knowledge management practices of an organization. Design/methodology/approach A design science approach was used to develop the proposed model. Creation of the model was based on an extensive literature review. Testing of the model was implemented as a survey receiving 37 responses from nine organizations organizing and purchasing public services. Findings The study presents four alternative profiles for an organization’s status, novice, experimenter, facilitator and advanced exploiter, and investigates the differences between these profiles on the basis of the empirical data gathered. The model was found to be both a valid and practical way to determine the state of an organization’s information and knowledge management and identify development needs. Research limitations/implications Testing was conducted in the Finnish public sector and further studies applying the model could be implemented in other countries. The model presented was designed specifically for the public sector and more research is needed to test its applicability in the private sector. Originality/value Maturity models are useful when evaluating information and knowledge management status in an organization, and beneficial for improving organizational performance. The proposed maturity model combines the fields of knowledge management and information management and contributes to the literature with an overarching maturity model that includes a dimension of satisfaction with the organizational maturity level. While many earlier models originate from the consultancy business, the model presented here was also designed for research purposes and tested in practice.

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