Implementing a Knowledge Management-Based Model for Lessons Learned

Lesson learning is a well-known and crucial organizational tool that serves many organizations wishing to improve their performance. This chapter describes a knowledge management (KM)-based model, improving the level of learning and of the lessons learned with the goal of reducing repeated mistakes as well as recreating their successes. The key features of the model were the base of a research conducted using a case study approach implemented at the Welfare Division of the Jerusalem Municipality's Community Services Administration. The implemented model, based on KM ideas, added two significant stages to the process of debriefing—refining the lessons learned and transforming them into lessons that are managed in an independent database—as well as an additional stage, which was comprised of active processes of integrating the lessons into the organizational work.

Using Action Research for Improvement of Project Knowledge Management in the Public Museum

This chapter aims at presenting the results of the research carried out as part of the action research project concerning knowledge management and knowledge sharing in a public institution. As a research subject, a public cultural institution in Poland was selected. The methods used during the implementation of the research include observations, interviews, questionnaire surveys, and document analysis. The chapter presents the course of the research process, a diagnosis of problems, and challenges of the institution under study as regards project knowledge management, analysis of results, and recommendations. The principal result of the study is the developed action plan that contains an overview description of the proposed change and suggestions for solutions for the diagnosed challenge. It also illustrated that action research is a research approach supporting project management processes in public organizations. The theoretical background for considerations undertaken in the work are the concepts of project knowledge management and sharing knowledge on the implemented projects.

A Mapping of Knowledge Management Techniques and Tools for Sustainable Growth in the Public Sector

This chapter seeks to determine the criteria that lead to the excellence of knowledge management in the public sector. The authors discuss issues of what exactly knowledge means and how knowledge management is defined, how an organization will capture, preserve, and diffuse knowledge, and why knowledge management is ultimately important for predictable future developments. Knowledge management is considered a prerequisite for achieving innovation and competitiveness both within and outside the organization as it promotes the consolidation of an organization in the long term with a clear focus on strategic importance. Likewise, knowledge management programs can be applied to different areas of an organization in the public sector. However, it should be mentioned that the difficulties that arise in their implementation are many, as various concerns arise, which are directly related to the equal mappings of knowledge and its measurement.

Understanding the Dynamics of Knowledge Management Tools in Two Public Universities in Delhi, India

The chapter aims to explore the dynamics of knowledge management (KM) in terms of information and communication technologies (ICT) and KM tools in higher education institutions (HEIs). The various KM and ICT tools and their applicability are discussed in detail in two public universities in Delhi, India. The chapter is the result of the literature review pertaining to the changing educational ecosystem. A comprehensive review of peer-reviewed journal articles, books, and research papers has been carried out in the area of KM, ICT tools, and education. Forty-six KM tools extracted from four KM toolkits, and 12 ICT tools were tested. A survey with the 542 students, 112 faculty, and 48 administrators was conducted (separate for each category). The findings reveal that some of the ICT and KM tools have a significant presence in universities. These tools have not only enhanced knowledge sharing but also intensified the learning experience of the users.

Knowledge Mobilization and Global Higher Education

Two major world changes have changed global higher education; the move from a content-based economy to a knowledge-based economy and globalization have led global higher education to critically examine its position in the new hierarchy. Global higher education is using knowledge mobilization to as a means to build capacity for the changing environment. There is a call for global universities to engage in the generation of knowledge related to pressing global issues and knowledge mobilization has proven to be a reliable tool to connect the university with society.

The Role of Middle Managers in Knowledge Creation and Diffusion

The role of middle managers in modern management theory has been already recognized, and this role is considered very important for the functioning of an organization. They have managed to be involved in many aspects of managing, and one of them is the novice field of knowledge management. In this chapter, the role of middle managers in knowledge creation and diffusion is explored and analyzed. A theoretical model of four middle managers' roles affecting the strategy of an organization is examined. The model was tested through a questionnaire in a sample of 241 middle managers of Greek organizations. After the analysis of the data collected, it was deduced that the theoretical model utilized was validated in the sample.

Practices and Challenges of Knowledge Management in the Greek Public Sector

Knowledge management (KM) is a highly appreciated initiative in the field of management, and though it was initiated from the private sector, in the last years there has been an extensive interest and concern in the public sector. KM seems to be an excellent solution in order to manage the information and knowledge inside the organizations by saving valuable resources. In this research, many studies concerning the implementation of different KM practices in Greek organizations were examined. From the studies analyzed, it was concluded that the employees of the Greek public organizations have embraced all the activities concerning KM practices. However, many problems typical of the Greek public sector were present such as the absence of a reward system for knowledge transfer, the functioning of the public sector employees in an individualistic way, and the delay in adopting information and communication technology (ICT) practices and in the promotion of e-government.

Communication Barriers and Social Capital

The aim of this chapter is to explore ways in which the flows of information and knowledge within public services are affected by social capital. Drawing on communication and social capital theory and making use of network analysis tools, a regional department of a Greek social security entity served as a case study to assess the contribution of social capital to overcoming barriers to effective communication among public sector employees. Structural, relational, and cognitive social capital at a personal level were found to alleviate problems of accessibility as well as problems related to the control of the flow of information by gatekeepers, arbitrarily abridging, or distorting messages. Building new communication channels through personal initiative, establishing and maintaining good relationships among employees, and developing shared perceptions about communication and information sharing are facets of social capital that seem to ensure a more effective knowledge and information flow.

Risk Assessment

The chapter analyses knowledge management paradigms for the understanding and prioritisation of risks (risk assessment), leading to decision making amongst policymakers. Studies and approaches on knowledge-based risk assessment and, in general, risk management vary depending on perceptions of risk, and these perceptions affect the knowledge scope and, ultimately, affect decisions on policy. Departing from the problems of big data in aviation, the shortcomings of the existing knowledge management paradigms and the problems of data conversion to knowledge in aviation risk management approaches are discussed. The chapter argues that there is a need for transciplinarity and interdisciplinarity for greater understanding of context deriving from the challenges in the big data era and in aviation policymaking. In order to address the challenging dynamic context in aviation, the chapter proposes a strength/knowledge-based inquiry that involves public sector and high-power organisations in order to gain holistic knowledge and to aid the decision analysis of policymakers.