SpringerLink
Log in

Knowledge Management in the Public Sector: UK Case Study Perspectives

  • Chapter
  • First Online:
Advances in Knowledge Management

Part of the book series: Knowledge Management and Organizational Learning ((IAKM,volume 1))

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.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or Ebook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
EUR 29.95
Price includes VAT (Germany)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
EUR 85.59
Price includes VAT (Germany)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
EUR 106.99
Price includes VAT (Germany)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free ship** worldwide - see info
Hardcover Book
EUR 106.99
Price includes VAT (Germany)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free ship** worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

References

  • Ajmal, M. M., & Koskinen, K. U. (2008). Knowledge transfer in project-based organizations: An organizational culture perspective. Project Management Journal, 39(1), 7–15.

    Article  Google Scholar 

  • Birkinshaw, J. (2001). Why knowledge management is difficult? Business Strategy Review, 12(1), 11–18.

    Article  Google Scholar 

  • Borges Tiago, M.T., Couto, J.P., Vieira, J.C., Tiago, F. (2007). Virtual CRM and E-business performance. Proceedings of the International Congress ‘Marketing Trends’, Paris. http://www.escp-eap.eu/conferences/marketing/2007_cp/HTML/pages/paper_lista.htm

  • Borghoff, U., & Pareschi, R. (1999). Information technology for knowledge management. http://www.iicm.edu/jucs_3_8

  • Boon, J. A. (1990). Information management: An educational perspective. South African Journal of Library and Information Science, 58(4), 319–326.

    Google Scholar 

  • Choi, B., & Lee, H. (2002). Knowledge management strategy and its link to knowledge creation process. Expert Systems with Applications, 23, 173–187.

    Article  Google Scholar 

  • CIO Council. (2001). Managing Knowledge @ Work, an overview of knowledge management. Knowledge Management Working Group of the Federal Chief Information Officers Council, August.

    Google Scholar 

  • Cong, X., & Pandya, K. (2003). Issues of knowledge management in the public sector. Electronic Journal of Knowledge Management, 1(2), 25–33.

    Google Scholar 

  • Crosby, P. B. (1979). Quality is free. New York: McGraw-Hill. ISBN 0-07-014512-1.

    Google Scholar 

  • Davenport, T., & Prusak, L. (1998). Working knowledge – How organisations manage what they know. Boston: Harvard Business School Press.

    Google Scholar 

  • Dunford, R. (2000). Key challenges in the search for the effective management of knowledge in management consulting firms. Journal of Knowledge Management, 4(4), 295–302.

    Article  Google Scholar 

  • Fernandez, J.T., Segura, S.L., Salmeron, J.L., Moreno, J.R. (2006). Operational knowledge management system design in total quality management: Small and medium size companies. Journal of Knowledge Management Practice, 7(1), March 2006.

    Google Scholar 

  • Haas, M. R., & Hansen, M. T. (2007). Different knowledge, different benefits: Towards a productivity perspective on knowledge sharing in organisations. http://knowledge.wharton.upenn.edu/papers/1346.pdf. Last accessed 8 May 2013.

  • Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge? Harvard Business Review, 77, 106–116.

    Google Scholar 

  • Holsapple, C., & Joshi, K.D. (1999a). Description and analysis of existing knowledge management frameworks. Proceedings of the Hawaiian International Conference on System Sciences, Maui.

    Google Scholar 

  • Jennex, M. (2005). Case studies in knowledge management. Hershey: Idea Group Publishing. ISBN 1-59140-351-0.

    Book  Google Scholar 

  • Johnston, R., & Clark, G. (2008). Service operations management (3rd ed.). Harlow: Prentice Hall. ISBN 9781405847322.

    Google Scholar 

  • Johnston, R. (2009). Service transaction analysis: Assessing and improving the customer’s experience, Business strategy and financial managerial implications. London: Pearson Education Limited.

    Google Scholar 

  • Johnston, R., & Clark, G. (2001). Service operations management. Harlow: Financial Times Prentice Hall.

    Google Scholar 

  • Kruger, C. J., & Snyman, M. M. M. (2005). The formulation of a strategic knowledge management maturity model. South African Journal of Information Management, 7(2) [Online]. Available http://www.sajim.co.za. Last Accessed 16 Feb 2014.

  • Kurland, O.M. (1992). The risk manager's salary survey, Ernst and Young's 1992 ‘National Compensation Survey of Risk Management Professionals’. Risk Management Society Publishing Inc.

    Google Scholar 

  • Lank, E. (1997). Leveraging invisible assets: The human factor. Journal of Long Range Planning, 30(3), 406–412.

    Article  Google Scholar 

  • Liljander, V., & Strandvik, T. (1997). Emotions in service satisfaction. International Journal of Service Industry Management, 8(2), 148–169.

    Article  Google Scholar 

  • Lustri, D., Miura, I., & Takahashi, S. (2007). Knowledge management model: Practical application for competency development. The Learning Organization, 14(2), 186–202.

    Article  Google Scholar 

  • McAdam, R., & Reid, R. (2000). A comparison of public and private sector perceptions and use of knowledge management. Journal of European Industrial Training, 24(6), 317–329.

    Article  Google Scholar 

  • McAdam, R., & Walker, T. (2003). An inquiry into balanced scorecards within best value implementation in UK local government. Public Administration, 81(4), 873–892.

    Article  Google Scholar 

  • Moffett, S., & Hinds, A. (2010). Assessing the impact of KM on organisational practice: Applying the MeCTIP model to UK organizations. Electronic Journal of Knowledge Management (EJKM), 8(1), 103–118.

    Google Scholar 

  • Moffett, S., & McAdam, R. (2009). Knowledge management: A factor analysis of sector effects. Journal of Knowledge Management, 13(3), 44–59.

    Article  Google Scholar 

  • Moffett, S., McAdam, R., & Parkinson, S. (2002). Develo** a model for technology and cultural factors in knowledge management. Journal of Knowledge and Process Management, 9(4), 237–255, Wiley, ISSN 1092 4604.

    Article  Google Scholar 

  • Moffett, S., McAdam, R., & Parkinson, S. (2003). An empirical analysis of knowledge management application. Journal of Knowledge Management, 7(3), 6–26, MCB University Press Ltd, ISSN 1367–3270.

    Article  Google Scholar 

  • Moffett, S., McAdam, R., & Humphreys, P. (2011). Knowledge management implementation in the UK – Does size matter? In Proceedings of 12th European Conference on Knowledge Management, University of Passau, Academic Conferences International, 9 pp.

    Google Scholar 

  • Normann, R. A. (2001). Service management: Strategy and leadership in service business (3rd ed.). Chichester: Wiley.

    Google Scholar 

  • Ndlela, L. T., & Du Toit, A. S. A. (2001). Establishing a knowledge management programme for competitive advantage in an enterprise. International Journal of Information Management, 21(2), 151–165.

    Article  Google Scholar 

  • Obeng, E., & Crainer, S. (1996). What’s wrong with the organization anyway? Making reengineering happen. London: Pitman.

    Google Scholar 

  • OECD. (2001). Knowledge management: Learning-by-comparing experiences from private firms and public organisations. Summary Record of the High Level Forum, Copenhagen, 8–9 Feb 2001, PUMA/HRM (2001) 3, CERI/CD (2001) 2.

    Google Scholar 

  • OECD. (2003). Conclusions from the results of the survey of knowledge management practices for Ministries/Departments/Agencies of Central Government in OECD Member Countries. 3–4 Feb 2003.

    Google Scholar 

  • Offsey, S. (1997). Knowledge management: Linking people to knowledge for bottom line results. Journal of Knowledge Management, 1(2), 113–122.

    Article  Google Scholar 

  • Peters, T. (1992). Liberation management. New York: Pan Books.

    Google Scholar 

  • Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15–37.

    Article  Google Scholar 

  • Quintas, P., Lefrere, P., & Jones, G. (1997). Knowledge management: A strategy agenda. Journal of Long Range Planning, 30(3), 385–391.

    Article  Google Scholar 

  • Robertson, J. (2005). Develo** a knowledge management strategy. Step Two Designs Pty Ltd. http://www.steptwo.com.au/files/kmc_kmstrategy.pdf. (Last Accessed 08 May 2013.

  • Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145–158.

    Article  Google Scholar 

  • Scarborough, H., Swann, J., & Preston, J. (1999). Knowledge management: A literature review. London: Institute of Personnel Development.

    Google Scholar 

  • Schlafke, M., Silvi, R., & Moller, K. (2013). A framework for business analytics in performance management. International Journal of Productivity and Performance Management, 62(1), 110–122.

    Article  Google Scholar 

  • Shenk, D. (1997). Data smog. New York: Harper and Collins.

    Google Scholar 

  • Vorakulpipat, C., & Rezgui, Y. (2008). Value creation: The future of knowledge management. The Knowledge Engineering Review, 23, 283–294, Cambridge University Press.

    Article  Google Scholar 

  • Ward, M. (1994). Why your corporate culture isn’t working and what to do about it: Part 1. Organisational culture and change, Gower Publishing.

    Google Scholar 

  • Yeo, A., Legard, R., Keegan, J., Ward, K., McNaughton Nicholls, C., & Lweis, J. (2014). In-depth interviews. In J. Ritchie, J. Lewis, C. McNaughton Nicholls, & R. Ormston (Eds.), Qualitative research practices (13th ed., pp. 177–210). London: Sage.

    Google Scholar 

  • Zack, M. H. (1999). Develo** a knowledge strategy. California Management Review, 41(3), 125–145.

    Article  Google Scholar 

  • Zack, M., McKeen, J., & Singh, S. (2009). Knowledge management and organizational performance: An exploratory analysis. Journal of Knowledge Management, 13(6), 392–409.

    Article  Google Scholar 

  • Zuboff, S. (1998). In the age of the smart machine. London: Heinemann.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Computing and Intelligent Systems, University of Ulster, Londonderry, UK

    Sandra Moffett

  2. Waste Management, Belfast City Council, Belfast, UK

    Tim Walker

Authors
  1. Sandra Moffett
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Tim Walker
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Sandra Moffett .

Editor information

Editors and Affiliations

  1. Dept. of Management and Engineering, University of Padua, Vincenza, Italy

    Ettore Bolisani

  2. International Burch University, Sarajevo, Bosnia-Herzegovina, and Suleyman Sah University, Istanbul, Turkey

    Meliha Handzic

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Moffett, S., Walker, T. (2015). Knowledge Management in the Public Sector: UK Case Study Perspectives. In: Bolisani, E., Handzic, M. (eds) Advances in Knowledge Management. Knowledge Management and Organizational Learning, vol 1. Springer, Cham. https://doi.org/10.1007/978-3-319-09501-1_4

Download citation

Publish with us

Policies and ethics

Search

Navigation