Strategic Knowledge Management Models and Tools in the Public Sector

2019 ◽  
pp. 231-253
Author(s):  
Filippo Zanin ◽  
Giulio Corazza
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Process Management ◽  
Management Control ◽  
Plan Implementation ◽  
Strategic Performance ◽  
The Public ◽  
Strategic Intent ◽  
Performance Measurement Systems

Universities are a particular public entity where knowledge is a critical competitive resource. One of the main economic and social aims of universities is the generation of new knowledge for supporting innovation activities of knowledge capital-intensive industries. For ensuring the implementation of effective knowledge transferring process, management control systems tools, typically adopted in the private businesses sector, may effectively be used in public sector. In particular, the adoption of strategic performance measurement systems (SPMS) become important in public sector because it should affect organizational performance. Management studies have not taken into account explicitly the role of the SPMS in the public sector. This study aims to fill these gaps and demonstrates how SPMS influence organizational performance by supporting the strategic plan implementation of Ca' Foscari University of Venice. More specifically, the authors analyze how the use of SPMS facilitate strategic control and the mobilization of strategic organizational knowledge into a coherent strategic intent.

Performance in the Public Sector

2021 ◽  
Author(s):  
Jeannette Taylor
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Empirical Research ◽  
The Public ◽  
Public Managers ◽  
Technical Issues ◽  
Performance Enhancing

Big claims have been made about the application of performance management in the public sector. In addition to improving accountability, performance management has been widely promoted as a useful managerial tool that is capable of improving organizational performance. This chapter reviews the literature on performance management in the public sector, paying particular attention to empirical research on its implementation in the Australian public sector. The review findings suggest that the promise of the performance-enhancing effects of performance management in the public sector is likely to remain an illusion until public managers are able to effectively address the various challenges associated with its implementation, particularly around non-technical issues.

Challenges in the Implementation of Performance Management System in Namibian Public Sector

2020 ◽  
Vol 6 (2) ◽  
pp. 25-34
Author(s):  
Stewart Kaupa ◽  
Sulaiman Olusegun Atiku
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Employee Performance ◽  
Monitoring And Evaluation ◽  
Performance Management System ◽  
Contributing Factors ◽  
The Public ◽  
A Performance

Organizational performance of the management system helps top management achieve strategic business objectives and goals. It provides valid and useful information for making strategic decisions concerning employees. It includes information on employee’ performance, and organizational and supervisor’s expectations. Despite the benefits arising from the implementation of a well-designed performance management system, the public sector in Namibia still faces challenges when it comes to its realization. It is against this background that this study aimed to investigate the challenges faced by the public sector in the implementation of a performance management system in Namibia. The study used a qualitative research method and collected data through interviews. The sample consists of 42 participants. The data gathered was reviewed against the literature on the subject. The thematic data analysis technique was used to analyze the data, where core topics emerging from the discussion and interviews were grouped and analyzed. This research identifies a lack of training and proper orientation in performance management as primary challenges in adopting a performance management system in the public sector. The other contributing factors include inadequate monitoring and evaluation, the shortage of policies supporting the implementation process, poor communication in performance planning, performance reviews, poor feedback on performance and lack of employee involvement in the implementation of the performance management system. Hence, management should provide training and workshops to sensitize the employees on the aims and benefits of a performance management system and develop policies to enforce compliance in the public sector.

Performance management in the public sector

2009 ◽  
Vol 22 (6) ◽  
pp. 478-498 ◽  
Author(s):  
Karen Fryer ◽  
Jiju Antony ◽  
Susan Ogden
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
The Public

scholarly journals THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE

2013 ◽  
Vol 14 (Supplement_1) ◽  
pp. S328-S357 ◽  
Author(s):  
Claudine Kearney ◽  
Robert D. Hisrich ◽  
Bostjan Antoncic
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
External Environment ◽  
Corporate Entrepreneurship ◽  
The United States ◽  
Mediating Effect ◽  
Integrative Model ◽  
The Public ◽  
Private Sector Organizations

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.

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