Pub Date : 2019-06-30DOI: 10.4018/978-1-5225-9639-4.CH005
S. Senaratne, M. Victoria, A. Samaraweera
The purpose of this chapter is to provide an approach to build a supportive organizational culture for sustained organizational learning in public sectors and means of extending such learning culture to project level. Changing culture is not an easy task. It involves an in-depth understanding of culture and its relationship with organizational learning. First, this chapter provides a brief introduction to organizational learning, organizational culture and their relationship. Then, characteristics and attributes of a learning culture are identified. Such discussion is then extended to the project culture and the learning culture at project level. Next, using case study research findings of a public sector construction organisation operating in Sri Lanka, an approach is presented in this chapter on how to identify the present culture of the organisation and change it to a learning culture. Finally, possibility of extending such learning culture to project level is discussed at Sri Lankan context.
{"title":"Building a Supportive Culture for Sustained Organizational Learning in Public Sectors Including Project Learning","authors":"S. Senaratne, M. Victoria, A. Samaraweera","doi":"10.4018/978-1-5225-9639-4.CH005","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH005","url":null,"abstract":"The purpose of this chapter is to provide an approach to build a supportive organizational culture for sustained organizational learning in public sectors and means of extending such learning culture to project level. Changing culture is not an easy task. It involves an in-depth understanding of culture and its relationship with organizational learning. First, this chapter provides a brief introduction to organizational learning, organizational culture and their relationship. Then, characteristics and attributes of a learning culture are identified. Such discussion is then extended to the project culture and the learning culture at project level. Next, using case study research findings of a public sector construction organisation operating in Sri Lanka, an approach is presented in this chapter on how to identify the present culture of the organisation and change it to a learning culture. Finally, possibility of extending such learning culture to project level is discussed at Sri Lankan context.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"117 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114311845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-06-01DOI: 10.4018/978-1-5225-9639-4.CH002
Firas Masri, Mahmoud Abdelrahman
The practice of the healthcare including treatment, policy planning and decisions, should be based on evidences (explicit) and experience (tacit) whenever possible. This might be achieved through investment in studying knowledge management (KM) in the healthcare practice. However, the studies of KM in practice and specifically in the healthcare are still limited, because literature keeps looking at KM from the angle of technological solution without considering KM functions from the social aspects. Thus, this chapter tries to provide an in-depth framework to a specific and fundamental function of the KM, which is knowledge transfer. This chapter proposes a conceptual framework of a multilevel process-based on enablers and barriers of KT mechanism. This chapter moderates the KT mechanism into five main elements related to characteristics of knowledge: source, recipient, relationships between them, tools, and context of the actual transfer. This model is conducted to notify the design and implementation of KT systems and mechanisms for public organizations, including healthcare.
{"title":"An Explorative Study of Knowledge-Transfer Mechanism","authors":"Firas Masri, Mahmoud Abdelrahman","doi":"10.4018/978-1-5225-9639-4.CH002","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH002","url":null,"abstract":"The practice of the healthcare including treatment, policy planning and decisions, should be based on evidences (explicit) and experience (tacit) whenever possible. This might be achieved through investment in studying knowledge management (KM) in the healthcare practice. However, the studies of KM in practice and specifically in the healthcare are still limited, because literature keeps looking at KM from the angle of technological solution without considering KM functions from the social aspects. Thus, this chapter tries to provide an in-depth framework to a specific and fundamental function of the KM, which is knowledge transfer. This chapter proposes a conceptual framework of a multilevel process-based on enablers and barriers of KT mechanism. This chapter moderates the KT mechanism into five main elements related to characteristics of knowledge: source, recipient, relationships between them, tools, and context of the actual transfer. This model is conducted to notify the design and implementation of KT systems and mechanisms for public organizations, including healthcare.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129366989","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH009
S. Vasanthapriyan
Software development companies are noted for their innovative IT products. This is due to the focus on knowledge as a key driver for the innovations. Knowledge is a key element to all human resources. The purpose of this research is to investigate the factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within software companies. A theoretical model was developed and empirically tested to test the hypothesis. Software companies were chosen in Sri Lanka with their professionals acting as respondents to survey. A sample includes 203 employees of Sri Lankan software companies. The results show that the order of importance of the HRM practices tested here is selection and recruitment, training and development, performance appraisal, and reward and compensation. The results also indicate that selection and recruitment, training and development, performance appraisal, and reward and compensation showed a positive impact with knowledge transfer improvement, as perceived by the professionals in the Sri Lankan software industry.
{"title":"Examine the Factors Influencing Effectiveness of HRM Practices Designed to Improve Knowledge Transfer","authors":"S. Vasanthapriyan","doi":"10.4018/978-1-5225-9639-4.CH009","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH009","url":null,"abstract":"Software development companies are noted for their innovative IT products. This is due to the focus on knowledge as a key driver for the innovations. Knowledge is a key element to all human resources. The purpose of this research is to investigate the factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within software companies. A theoretical model was developed and empirically tested to test the hypothesis. Software companies were chosen in Sri Lanka with their professionals acting as respondents to survey. A sample includes 203 employees of Sri Lankan software companies. The results show that the order of importance of the HRM practices tested here is selection and recruitment, training and development, performance appraisal, and reward and compensation. The results also indicate that selection and recruitment, training and development, performance appraisal, and reward and compensation showed a positive impact with knowledge transfer improvement, as perceived by the professionals in the Sri Lankan software industry.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131960816","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH003
N. Baporikar
In general, organizations should identify the skills, expertise, creativity, and motivation of the people if they have to become more competitive and enhance their performance. This is all the more crucial for public sector organizations. Knowledge therein plays a critical and integral role in being productive and innovative. But, unfortunately, public sector organizations don't recognize and take advantage of the dynamics of knowledge management for developing. Implying expertise and skills of the people in the form of knowledge which they possess is ignored or at best used sporadically. Adopting a grounded theory approach and in-depth literature review, the aim of this chapter is to critically appraise public sector organization development through knowledge management dynamics. The focus is on this neglected area because in this competitive era, public sector organizations' success depends not only on the basis of efficiency and effectiveness but also on how they identify, gather, manage, integrate, share and disseminate relevant knowledge to their human capital to bring innovation.
{"title":"Knowledge Management Dynamics and Public Sector Organization Development","authors":"N. Baporikar","doi":"10.4018/978-1-5225-9639-4.CH003","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH003","url":null,"abstract":"In general, organizations should identify the skills, expertise, creativity, and motivation of the people if they have to become more competitive and enhance their performance. This is all the more crucial for public sector organizations. Knowledge therein plays a critical and integral role in being productive and innovative. But, unfortunately, public sector organizations don't recognize and take advantage of the dynamics of knowledge management for developing. Implying expertise and skills of the people in the form of knowledge which they possess is ignored or at best used sporadically. Adopting a grounded theory approach and in-depth literature review, the aim of this chapter is to critically appraise public sector organization development through knowledge management dynamics. The focus is on this neglected area because in this competitive era, public sector organizations' success depends not only on the basis of efficiency and effectiveness but also on how they identify, gather, manage, integrate, share and disseminate relevant knowledge to their human capital to bring innovation.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"55 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133347454","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH013
E. AlDhaen
Higher education institutes around the world are facing serious challenges in particular to strategic planning, accreditation, and deriving high-priority operations. Various studies declared that one of the main aspects that is causing higher education institutes a tremendous failure is leadership styles, specifically the random selection of leaders to run the operations to match with the recruitment cycle. In some countries such as the United Kingdom, leaders of the higher education institute or the school within the university must be changed after a specific year handling the position. This change normally impacts the change of leadership styles and strategies, including knowledge management and sharing strategies. This was found to be one of the important factors that could hinder the operations and may lead to failure in implementing the planned targets.
{"title":"The Relationship of Leadership in Knowledge Management Towards Effectiveness in Higher Education Institutes","authors":"E. AlDhaen","doi":"10.4018/978-1-5225-9639-4.CH013","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH013","url":null,"abstract":"Higher education institutes around the world are facing serious challenges in particular to strategic planning, accreditation, and deriving high-priority operations. Various studies declared that one of the main aspects that is causing higher education institutes a tremendous failure is leadership styles, specifically the random selection of leaders to run the operations to match with the recruitment cycle. In some countries such as the United Kingdom, leaders of the higher education institute or the school within the university must be changed after a specific year handling the position. This change normally impacts the change of leadership styles and strategies, including knowledge management and sharing strategies. This was found to be one of the important factors that could hinder the operations and may lead to failure in implementing the planned targets.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126216219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH007
G. Erickson
This chapter assesses the reliability and predictability of government departments as partners of private knowledge management systems. The specific topic is knowledge availability under the US Freedom of Information Act, but the general implications apply to governments at all levels around the world that hold business data, information, or knowledge assets. By comparing processes related to US freedom of information requests across departments and across time, separated by two dramatic changes in presidential administrations and attitudes toward governmental openness, this study examines the relative reliability of agency processes. In particular, reports on the handling of confidential business information provide us with specific insights on this topic as do reports on releases of records with personal privacy concerns. In the end, there appears to be little predictability in the process, even with clear instruction from the highest levels.
{"title":"Sharing Knowledge With the Government","authors":"G. Erickson","doi":"10.4018/978-1-5225-9639-4.CH007","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH007","url":null,"abstract":"This chapter assesses the reliability and predictability of government departments as partners of private knowledge management systems. The specific topic is knowledge availability under the US Freedom of Information Act, but the general implications apply to governments at all levels around the world that hold business data, information, or knowledge assets. By comparing processes related to US freedom of information requests across departments and across time, separated by two dramatic changes in presidential administrations and attitudes toward governmental openness, this study examines the relative reliability of agency processes. In particular, reports on the handling of confidential business information provide us with specific insights on this topic as do reports on releases of records with personal privacy concerns. In the end, there appears to be little predictability in the process, even with clear instruction from the highest levels.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116014535","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH020
Aysha Aljawder, A. Hamdan
Project management is a complex undertaking with many stages and processes. It should follow the full business life cycle from definition and justification of the project through to delivering demonstrable benefits for the company. Nowadays, more and more organizations adjust their organizational culture towards project orientation. There is a big challenge, for each organization, to continually improve its project management processes to increase quality of outputs and satisfaction of customers. Measuring project management implementation maturity can assist in this effort by providing a valuable framework for performance improvement. The construction and engineering industry in Bahrain has witnessed many technological advances recently that require competent project management.
{"title":"The Impact of Project Management Maturity Levels on Project Success in the Construction and Engineering Industry in Bahrain","authors":"Aysha Aljawder, A. Hamdan","doi":"10.4018/978-1-5225-9639-4.CH020","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH020","url":null,"abstract":"Project management is a complex undertaking with many stages and processes. It should follow the full business life cycle from definition and justification of the project through to delivering demonstrable benefits for the company. Nowadays, more and more organizations adjust their organizational culture towards project orientation. There is a big challenge, for each organization, to continually improve its project management processes to increase quality of outputs and satisfaction of customers. Measuring project management implementation maturity can assist in this effort by providing a valuable framework for performance improvement. The construction and engineering industry in Bahrain has witnessed many technological advances recently that require competent project management.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114934241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH001
Y. Albastaki, A. Al-Alawi, Sara Abdulrahman Al-Bassam
The purpose of this chapter is to emphasize the various but major aspects essential to advance knowledge management (KM) as nations progress and deal with the technological explosion that began during the early 1990s and upsurged dramatically ever since. The focus in this chapter, however, is the several ways in which technology was introduced, resisted, and finally accepted and adapted to, as well as the different ways it has and can still affect the industry in private and public sectors, negatively and positively. Through this literature review, different perceptions, opinions, solutions and suggestions are introduced to regulate the simultaneous coexistence of technology and people in the field of knowledge management development using articles from 1990s to 2018. A discussion is also introduced with supporting and opposing arguments in regard to the different perceptions the authors have proposed.
{"title":"Knowledge Management Technologies, Applications, and Implementation in the Public Sector","authors":"Y. Albastaki, A. Al-Alawi, Sara Abdulrahman Al-Bassam","doi":"10.4018/978-1-5225-9639-4.CH001","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH001","url":null,"abstract":"The purpose of this chapter is to emphasize the various but major aspects essential to advance knowledge management (KM) as nations progress and deal with the technological explosion that began during the early 1990s and upsurged dramatically ever since. The focus in this chapter, however, is the several ways in which technology was introduced, resisted, and finally accepted and adapted to, as well as the different ways it has and can still affect the industry in private and public sectors, negatively and positively. Through this literature review, different perceptions, opinions, solutions and suggestions are introduced to regulate the simultaneous coexistence of technology and people in the field of knowledge management development using articles from 1990s to 2018. A discussion is also introduced with supporting and opposing arguments in regard to the different perceptions the authors have proposed.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"69 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121141615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Dynamic environmental changes nowadays have led organizations to look for many ways to respond to those changes. With increasing competition in markets, management approaches have emerged that helped organizations survive. This chapter presents the concept of cross-functional teams which develops a knowledge-sharing network that transforms organizations from traditional hierarchy base to informational base, and how it supports building knowledge capacity inside public sector organizations. Members of cross –functional teams belong to different branches of knowledge, and therefore have different backgrounds. They cooperate until the required task is completed successfully. This chapter concluded that cross- functional teams support building knowledge capacities in organizations. Recommendations were suggested based on the findings.
{"title":"Cross-Functional Teams in Support of Building Knowledge Capacity in Public Sector","authors":"Sherine Badawi, Sameh Reyad, Abdalmuttaleb Al-Sartawi","doi":"10.4018/978-1-5225-9639-4.CH011","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH011","url":null,"abstract":"Dynamic environmental changes nowadays have led organizations to look for many ways to respond to those changes. With increasing competition in markets, management approaches have emerged that helped organizations survive. This chapter presents the concept of cross-functional teams which develops a knowledge-sharing network that transforms organizations from traditional hierarchy base to informational base, and how it supports building knowledge capacity inside public sector organizations. Members of cross –functional teams belong to different branches of knowledge, and therefore have different backgrounds. They cooperate until the required task is completed successfully. This chapter concluded that cross- functional teams support building knowledge capacities in organizations. Recommendations were suggested based on the findings.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124419180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-9639-4.CH006
J. O'Brien
The primary aim of this chapter is to operationalize a knowledge assessment framework (KAF) using two exploratory case studies. The development of a KAF is important for the public sector for three reasons. First, the use of knowledge assessment allows firms to pinpoint knowledge gaps. Second, it allows firms to manage knowledge more effectively. Third, it gives public sector organizations a diagnostic tool with which to gauge their knowledge base. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources within the organization.
{"title":"Lessons From the Private Sector","authors":"J. O'Brien","doi":"10.4018/978-1-5225-9639-4.CH006","DOIUrl":"https://doi.org/10.4018/978-1-5225-9639-4.CH006","url":null,"abstract":"The primary aim of this chapter is to operationalize a knowledge assessment framework (KAF) using two exploratory case studies. The development of a KAF is important for the public sector for three reasons. First, the use of knowledge assessment allows firms to pinpoint knowledge gaps. Second, it allows firms to manage knowledge more effectively. Third, it gives public sector organizations a diagnostic tool with which to gauge their knowledge base. The effective management of knowledge can be considered a competency that enables a greater level of service to be extracted from other resources within the organization.","PeriodicalId":355657,"journal":{"name":"Handbook of Research on Implementing Knowledge Management Strategy in the Public Sector","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123244532","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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