Knowledge sharing in Asian public administration sector: the case of Hong Kong

Abstract

PurposeThe paper seeks to investigate how culture, attitudes and barriers affect knowledge sharing in a Hong Kong government department.Design/methodology/approachInterviews and survey instruments were used to collect data for qualitative analysis.FindingsKnowledge management and knowledge sharing were welcome ideas in the Hong Kong government department. Informal and tacit knowledge sharing took place but the Chinese culture remained as a barrier to knowledge sharing.Research limitations/implicationsAs this is a study of one government department in one particular country, the findings may not be sufficiently generalizable.Practical implicationsSenior management in the public administration sector should be made more aware of what knowledge management can do to help improve organizational efficiency and effectiveness.Originality/valueThe study is an in‐depth analysis of one large government department's use of knowledge management, which has not been studied before. This study and its findings contribute significantly to the knowledge of how culture will affect knowledge management in the public administration sector.

Barriers to open e-learning in public administrations

“…Superiors play a major role to sustain learning activities, invoke change, training programs and knowledge management initiatives (Schraeder, tears, & Jordan, 2005;Rahman et al, 2013;Greiling & Halachmi, 2013;Yao et al, 2007;. Hence, the question is not whether or not support needs to be provided, but what kind of support is required.…”

“…This stands for the perceived appropriateness of innovating routines, and of discussing problems and errors among peers. Knowledge and information are often conceived as power in the public sector and, thus, are not shared Yao, Kam, & Chan, 2007). Making an error is seen as a failure as opposed to a chance for improvement .…”

“…Knowledge can be understood as an intangible resource that is acquired in informal communication, or as a resource that can be transferred and acquired irrespective of the context (Schraeder et al, 2005;. Cultural assumptions about appropriateness of media types, as well as content of e-Learning courses, are to be elaborated upon Schraeder et al, 2005;Yao et al, 2007).…”

Investigating the Relationship Between Knowledge Sharing Strategies and Organizational Excellence Pillars

“…In recent years, for reasons of public interests, a bulk of knowledge became widely accessible (Yao et al, 2007;Zhou, 2004) and many governments have worked to increase openness and transparency in their actions (Bertot, et al, 2010;Yao et al, 2007;Zhou, 2004). One of the motivations to do that is the increased demands for transparency for stimulus funds (Lamont, 2009) and the use of them, detection of anti-competitive behaviors and the growing demands for accountability (Kleinschmidt, 2009).…”

Exploring the Influence of Socio-Emotional Factors on Knowledge Management Practices: A Case Study

“…Moreover, it is reported that there is a significant gap in the understanding and maturity of KM between Asian developing companies and those in developed countries. This can be explained by the fact that American and European companies have had KM strategies and initiatives in place for over a decade, while Asian developing companies are still attempting to understand and apply the concept of KM (Yao et al 2007).…”