Strategic Knowledge Management in Local Government

2011 ◽  
pp. 268-298 ◽  
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Local Governments ◽  
Organizational Design ◽  
Information Provision ◽  
Strategic Knowledge ◽  
Management Tools ◽  
Knowledge Processes ◽  
Knowledge Intensive ◽  
Strategic Knowledge Management

The success of public organizations depends increasingly on how efficiently they utilize internal and external knowledge resources in adjusting to contextual changes. This requires a special emphasis on strategic knowledge management. Referring to the theoretical and empirical works of Nonaka, Blackler, Daft and Lengel, this contribution considers how organizational design can be used to facilitate the processes in which knowledge is gathered, created, processed, used and demolished in order to build an enriched knowledge base to deal with adjustment and development issues of strategic importance. This theme is discussed with special reference to local government. The main conclusion is that uncertainty and ambiguity increased in the last decades of the 20th century, and that local governments need new management tools to respond to this change. The challenge of knowledge management in local government is to manage knowledge processes concerning ICT-based information provision, interaction and transactions. They are needed to form an enriched knowledge-intensive orientation base that serves the strategic adjustment and trend-making processes in the context of information society development.

scholarly journals Strategic knowledge management and evolving local government

2018 ◽  
Vol 22 (1) ◽  
pp. 219-234 ◽  
Author(s):  
Harri Laihonen ◽  
Sari Mäntylä
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Public Management ◽  
Management Strategy ◽  
Strategic Knowledge ◽  
Performance Information ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
New Public ◽  
Strategic Knowledge Management

Purpose The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. The purpose of this paper is to elaborate the key elements of a public organization’s knowledge strategy and shows how knowledge management can support public management. Design/methodology/approach A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management. Findings The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information. Practical implications Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city’s strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue. Originality/value This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management, and second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

Strategic Knowledge Management in Public Organizations

2011 ◽  
pp. 3594-3599
Author(s):  
Ari-Veikko Anttiroiko
Keyword(s):  
Knowledge Management ◽  
Public Organizations ◽  
Strategic Knowledge ◽  
Work Processes ◽  
Public Governance ◽  
The Public ◽  
Administrative Functions ◽  
Knowledge Processes ◽  
New Public ◽  
Strategic Knowledge Management

New public management and the more recent concept of new public governance have become the dominant management doctrines in the public sector. Public organizations have become increasingly network-like units with various governance relations with actors from the public, business, and voluntary sectors. Their organization is based more on networks than on traditional hierarchies, accompanied by a transition from the command-and-control type of management to initiate-and-coordinate type of governance. Among the most critical factors in this transformation is knowledge, for most of what has happened has increased the overall demand to create and process knowledge, and to utilize it in the performance of governmental functions. The success of public organizations depends increasingly on how efficiently they utilize their knowledge assets and manage their knowledge processes in adjusting to local and contextual changes, as illustrated in Figure 1 (cf. Gupta, Sharma, & Hsu, 2004, p. 3; Skyrme, 1999, p. 34, Fletcher, 2003, pp. 82-83). This requires that special attention be paid to strategic knowledge management. In the early organization theories of public administration, knowledge was predominantly conceptualized within the internal administrative processes, thus to be conceived of as bureaucratic procedures, rationalization of work processes, identification of administrative functions, and selected aspects of formal decision making. New perspectives emerged after World War II in the form of strategic planning and new management doctrines. The lesson learned from strategic thinking is that we need information on the external environment and changes therein in order to be able to adapt to and create new opportunities from these changes (see Ansoff, 1979; Bryson, 1995). As the complexity in societal life and related organizational interdependency has increased due to globalization and other trends, new challenges of managing organization-environment interaction also emerged (cf. Skyrme, 1999, p. 3).

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

scholarly journals Maturidade em gestão do conhecimento: análise das percepções dos gestores de uma grande empresa de construção civil

2016 ◽  
Vol 21 (1) ◽  
pp. 375 ◽  
Author(s):  
Carlos Henrique Cotta Natale ◽  
Jorge Tadeu Ramos Neves ◽  
Rodrigo Baroni Carvalho
Keyword(s):  
Knowledge Management ◽  
Maturity Model ◽  
Strategic Knowledge ◽  
Strategic Knowledge Management

<p><strong>Introdução:</strong> A partir da aplicação de um modelo de maturidade em Gestão do Conhecimento (GC), uma empresa pode ser capaz de identificar práticas de GC que podem ser melhoradas e, ou, implantadas.</p><p><strong>Objetivo:</strong> O objetivo é identificar a percepção dos gestores em relação à maturidade das práticas de gestão do conhecimento em uma grande empresa de construção civil.</p><p><strong>Metodologia:</strong> Trata-se de uma pesquisa descritiva qualitativa conduzida em duas etapas com o grupo dos 15 principais gestores (alta administração) por meio de uma entrevista e questionário semiestruturado (100 questões e 6 níveis) lastreado no modelo de maturidade <em>Strategic Knowledge Management Maturity Model</em> (KRUGER; SNYMAN, 2007) </p><p><strong>Resultados:</strong> Constatou-se que a empresa está no estágio inicial de GC. O modelo S-KMMM permitiu identificar iniciativas departamentais isoladas e processos de GC que podem ser implantados e, ou, aprimorados.</p><strong>Conclusões:</strong> Observou-se que a aplicação do modelo de maturidade em gestão do conhecimento foi útil para que os gestores da empresa reconhecessem que as práticas de GC correntes são realizadas de maneira isolada, intuitiva e informal. A aplicação do modelo S-KMMM se mostrou válida para avaliação sistemática e alinhamento estratégico das iniciativas organizacionais de GC.

scholarly journals Knowledge Management To Improve Local Government Services

2021 ◽  
Vol 2 (3) ◽  
pp. 582-591
Author(s):  
Anwar Sadat
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Local Governments ◽  
Case Study Research ◽  
High Mobility ◽  
Regional Government ◽  
Organizational Goals ◽  
Intellectual Assets ◽  
Government Experience ◽  
And Performance

This study aimed to improve the service of local governments in combining existing knowledge in an organization so that it can create, collect, maintain and manage employee knowledge and performance through the mastery of knowledge by all members. When knowledge sharing has been successfully applicated in ensuring the services survived in which each apparatus can synergy to achieve better performance to achieve common goals. employees in the Regional Government experience high mobility between agencies in the regions with various basic tasks and functions. Therefore, we need a high adaptability by an employee to be able to carry out tasks in a new place as quickly as possible. This condition results in an agency that is very important to manage its resources in order to support every employee (HR) possessed to carry out their duties properly even though the employee concerned has just entered his institution. This is where the importance of knowledge management or knowlegde management can be felt to keep the organization moving forward despite facing various situations that affect the performance of achieving organizational goals. This study uses a qualitative approach to the type of instrumental case study research. The location of the study was conducted at the Baubau City Regional Secretariat. Data collection techniques used, namely: in-depth interviews, document studies and observations. The results showed that Knowledge Management is an effort to improve the performance capabilities of local government apparatus services in managing their intellectual assets, in the form of existing knowledge and experience. The aim is to utilize these assets to achieve better service performance to accelerate the achievement of the objectives implemented in accordance with bureaucratic reform

Socio-Technical Determinants of Information Security Perceptions in US Local Governments

2016 ◽  
Vol 12 (3) ◽  
pp. 1-20
Author(s):  
Eunjung Shin ◽  
Eric W. Welch
Keyword(s):  
Local Government ◽  
Information Security ◽  
Local Governments ◽  
Security Policy ◽  
Organizational Design ◽  
Online Media ◽  
Electronic Information ◽  
Security Risks ◽  
Decentralized Decision Making ◽  
Using Data

Concerns about electronic information security in government have increased alongside increased use of online media. However, to date, few studies have examined the social mechanisms influencing electronic information security. This article applies a socio-technical framework to model how technical, organizational and environmental complexities limit electronic information security perceived by local government managers. Furthermore, it examines to what extent organizational design buffers security risks. Using data from a 2010 national survey of local government managers, this article empirically tests the proposed model in the context of U.S. local government's online media use. Findings show that, in addition to technical complexity, organizational and environmental complexities are negatively associated with local managers' awareness of and confidence in electronic information security. On the other hand, internal security policy and decentralized decision-making appear to buffer security risks and enhance perceived information security.

Sign in / Sign up

Export Citation Format

Share Document