Knowledge Management in the Public Sector: UK Case Study Perspectives

Sandra Moffett () and Tim Walker ()
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Sandra Moffett: University of Ulster
Tim Walker: Belfast City Council

A chapter in Advances in Knowledge Management, 2015, pp 67-104 from Springer

Abstract: Abstract Within the United Kingdom the MeCTIP model and supporting ‘Benchmarking KM’ assessment tool (Moffett et al. 2000) provide a framework for organisations to identify Knowledge Management (KM) implementation opportunities, gaps and limitations. Based on the MeCTIP model, following a large-scale empirical study undertaken in 2009 with 588 UK organisations from various organisations types, sizes and sectors, a knowledge categorisation was created based on success of KM implementation. Each of the 588 participant organisations were classified across a KM continuum, six categories existed namely beginners, laggards, non-viewers, emergers, progressors and achievers. Categorisation focused on the implementation approach that each organisation adopted from non-viewer, ad-hoc implementation to those that focused on KM elements, such as cultural aspects or technical approaches, to those that had a strong combination of people, process and technology for successful KM initiatives. From each category a number of companies were selected for further in-depth qualitative review. Case study research was conducted to obtain a deep, qualitative analysis of KM implementation processes. This paper presents the findings of this ‘KM in Action’ approach, identifying KM implementation strategies within the UK public sector. Qualitative findings from three case organisations are applied to support current literature, anecdotal quotations provide insight into the views of those involved in public sector KM implementation.

Keywords: Public Sector; Knowledge Management; Public Sector Organisation; Case Organisation; Current Economic Climate (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:kmochp:978-3-319-09501-1_4

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DOI: 10.1007/978-3-319-09501-1_4

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