Remodelling public sector knowledge management system using key knowledge management processes

Abstract

Purpose The purpose of this paper is to recommend a framework for remodelling a public sector knowledge management system (KMS) using key knowledge management (KM) processes. The rationale is to provide insight and guidelines to organisations that struggle with KM. Design/methodology/approach This desktop study adopted the qualitative approach and literature to support the understanding regarding the remodelling of the public sector KMS using key KM processes. Findings The study found that if KM processes are not considered, the prospect of KM is limited. The best way to manage public sector knowledge is following KM processes using information technology. Without proper KM, organisations may not know how knowledge is generated, codified, stored, shared and used in an organisation. Originality/value The paper provides a framework to guide public sector organisations in the implementation of electronic KM. Thus, proposing a new way of managing knowledge by using the electronic KM processes in the public sector organisations. The study will also benefit other organisations implementing KM programmes.

Challenges of knowledge management in the public sector: evidence from the King Abdullah Award for Excellence in Jordan

“…, 2011; Mitrović et al. , 2018); this is especially the case within countries in the developing world (Dikotla, 2021; Dewah and Mutula, 2016). Various issues in relation to ICT can hinder the implementation of KM.…”

“…There is a requirement for good information in KM and sound infrastructure for technology related to communication and information (Girard and McIntyre, 2010;Sandhu et al, 2011;Mitrovi c et al, 2018); this is especially the case within countries in the developing world (Dikotla, 2021;Dewah and Mutula, 2016). Various issues in relation to ICT can hinder the implementation of KM.…”

“…Various issues in relation to ICT can hinder the implementation of KM. There could be poor standard of technology (Ismyrlis, 2020; North, 2017) or a lack of incorporation or interconnectedness of a KM system into a system of operations (Dikotla, 2021; Mitre-Hernández et al. , 2015); this link become more vital as the world now moves toward the digital government, and KM considered a critical factor in the success of digital transformation (Alvarenga et al.…”

“…Various issues in relation to ICT can hinder the implementation of KM. There could be poor standard of technology (Ismyrlis, 2020;North, 2017) or a lack of incorporation or interconnectedness of a KM system into a system of operations (Dikotla, 2021;Mitre-Hern andez et al, 2015); this link become more vital as the world now moves toward the digital government, and KM considered a critical factor in the success of digital transformation (Alvarenga et al, 2020). Public organisations could have systems that are heterogeneous that impact upon the sharing and integration of information, or communication channels could be lacking, and KM hampered by a lack of standardisation of processes (Mitre-Hern andez et al, 2015).…”

“…Knowledge management (KM) has been identified as a key vehicle for that reform. Rather than just information and communication technology (ICT) implementation and interconnectedness between information systems, however, the interoperability of KM processes needs to be ensured (Dikotla, 2021). Organisational and institutional changes within the public sector are also seen as necessary to enable new digital era needs to be met by public bodies (Alvarenga et al, 2020;Theocharis and Tsihrintzis, 2016).…”