Exploring Knowledge Management and Knowledge Sharing in a Non-Profit Human Service Organisation

Kimberly Stauss ()
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Kimberly Stauss: School of Social Work, University of Arkansas, Fayetteville, USA

Journal of Information & Knowledge Management (JIKM), 2007, vol. 06, issue 01, 69-77

Abstract: Non-profit, human service organisations are continuing to struggle for limited money and are being held accountable more than ever before to prove an increase in quality and efficacy of services. Agency administrators have to think creatively in order to help their agencies stand out. Efforts include tapping not only into the knowledge of their employees but also knowledge of their consumers. Utilising qualitative methods, with a highly successful non-profit agency, this document investigates the information sharing activities and the knowledge gained from consumers when knowledge transfer backflow was allowed. Shared are findings on how public service agencies, often dealing with those individuals in need, can use knowledge management processes to inform and improve future service delivery. The thick descriptions provided in this document give context to the multi-layered knowledge dimensions involved. Highlighted is the importance of the embedded knowledge their participants come in with and the need for agencies to consider the intricacies of this knowledge. Noticeably, this study also delineates how the historical and current oppression experienced contributes to this complexity. The data reported in this study is the first step in understanding the individual and organisation factors contributing to the collaboration efforts of non-profit agencies.

Keywords: Non-profit organisations; human service organisations; knowledge management; knowledge sharing; organisational culture (search for similar items in EconPapers)
Date: 2007
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DOI: 10.1142/S0219649207001652

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