The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intangibles and Intellectual Capital (ECIIC) is available here
 

Journal Article

Issues of Knowledge Management in the Public Sector  pp181-188

Xiaoming Cong, Kaushik V. Pandya

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

The new economy not only poses challenges, but also offers opportunities for both private and public sectors alike. To meet the challenges and take the opportunities, government must take active initiatives to adopt new management tools, techniques and philosophies of the private sector and adapt to its circumstance. Knowledge management (KM) is such an area that needs to be further explored and exploited for its full benefits to be reaped. Key issues, challenges, and opportunities of KM in the public sector need to be addressed and better understood.

 

Keywords: knowledge sharing, NPM, public sector, strategy

 

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Journal Article

Review on the KM Applications in Public Organisations  pp37-48

Paul McEvoy, Mohamed AF Ragab, Amr Arisha

© May 2017 Volume 15 Issue 1, Learning and Unlearning for Sustainability, Editor: Sandra Moffett, pp1 - 58

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Abstract

The rise in awareness of knowledge management as a viable organisational resource and potential source of competitive advantage has been the subject of a myriad of research to date. The phenomenon covers a multitude of disciplines, roles and procedures, and its subjectivity has at times mitigated its potential for pertinent study. Add to this mix, the public sector, which exhibits unusual, specific, bureaucratic and insular hierarchies which can make it difficult to assess it from a research perspective, and a pertinent case can be made for investigating the process of implementing knowledge management initiatives in this area. Today's public organisations are confronted with considerable challenges in the dynamic knowledge economy and continuously adapt to shifts in societal needs, behaviour, and expectations. To keep pace with global trends and new demands, public sector organisations have to embrace new paradigms that place the management of intangible assets at the core of their strategies. Recognising the vital role of knowledge resources in driving organisations can lead to better performance. The idiosyncratic nature of governmental institutions creates peculiar barriers for attempts to manage knowledge within the public domain. Public organisations tend to be highly bureaucratic and cloistered in rigid hierarchies which require knowledge management (KM) strategies that are able to address their specific context, and equally consider their unique cultural and legal implications. The purpose of this paper is to present an inclusive literature review of the current state of KM research in the public sector in order to further research. An extensive review collated KM articles that have interest in public organisations during the last number of years. Initial findings of this research indicate that KM in the public sector is relatively under‑researched compared with its private sector counterpart. Despite the existing research that has been undertaken, more efforts are required towards the development of applied frameworks to support public KM initiatives. Inducing culture changes in public organisations and introducing mechanisms of accountability have also been revealed as imperative issues of importance in the context of KM. From an application perspective, most studies have been conducted within the education and healthcare organisations, with a dearth of research in certain important government departments such as the Police and Army forces. The purpose of this paper is to highlight the level of research into KM in the public sector and assess the benefits of taxonomising the literature. This will offer significant new insights into public sector literature and will benefit future researchers in the field. The historically dichotomous roles of public and private sector research present a unique case for reviewing the nuances of public sector KM and investigating whether there is a case for unilateral supposition of the public sector and its unique nuances and if so, is it fortuitous for this to continue. A total of 3000 articles published in peer reviewed journals over selected time periods have been analysed for content pertaining to public sector knowledge management. From this analysis a total of 150 papers have been selected for their direct relevance to public sector knowledge management. There are viable areas of demarcation in public sector literature, and these serve to illustrate a lack of research in some crucial areas, such as the emergency services and the military. The research also suggests that efforts to marry the principals of private sector KM to the public sector are difficult as the uniqueness of public sector culture and orientation makes KM reform challenging.

 

Keywords: KM, Public Sector, Literature Review

 

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Journal Article

Value Creation Through Collective Intelligence: Managing Intellectual Capital  pp68-79

Silvia Iacuzzi, Maurizio Massaro, Andrea Garlatti

© Jan 2020 Volume 18 Issue 1, Editor: Ettore Bolisani, pp1 - 90

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Abstract

The contribution of intellectual capital to value creation beyond individual companies into wider society, as described in the fourth stage of intellectual capital research, is of particular relevance for the public sector where organizations have a stewardship responsibility. They should engage stakeholders into value co‑creation by developing organizational and ecosystem collective intelligence through traditional as well as innovative tools such as online technologies. Yet, the relationship between intellectual capital and value creation often remains a relatively unexplored process within public administration. This paper focuses on the case study of a regional agency in Friuli Venezia Giulia, Italy, which is not only responsible for assistance, regulation and service delivery, but also for engaging its stakeholders and the public at large to disseminate knowledge to promote values and appropriate behaviour in the policy areas it is responsible for. The research looks at the role played by intellectual capital in the agency’s value creation strategies and how the agency’s structure and processes influence the development and management of intellectual capital in an effort to create value for its ecosystem. The research not only validates the existence of ecosystem frameworks in public administration and the key role played by intellectual capital in their design, creation and implementation, but it also highlights the need in the public sector for a defined role for intellectual capital, stakeholder engagement and collective intelligence in governance models. In particular, findings underline the need for new intellectual capital management systems based on a collective intelligence approach within multi‑stakeholder co‑creation frameworks in a public service ecosystem logic, reflecting the public sector’s evolving role and the new tools developed with the advent of new technologies.

 

Keywords: ecosystems, public sector, public value, stakeholders, value co-creation, social media

 

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