Work-Group Knowledge Acquisition in Knowledge Intensive Public-Sector Organizations: An Exploratory Study

Richards, Gregory; Duxbury, Linda

doi:10.1093/jopart/muu034

Cited by 49 publications

(55 citation statements)

References 62 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In this work much of the theoretical material is based on findings and discussions framed within a private and industrial context rather than that of the public sector and services within healthcare and welfare. The knowledge from private and industrial contexts, both regarding organizational learning and design capability, is related to a public sector context throughout the work, and the interpretations made have been supported by other studies that have previously studied design capability or absorptive capacity from a public sector perspective such as Lin (2014), Body (2008), and Richards and Duxbury (2014). In this way, the theoretical material and the interpretations made from it has been validated through the comparisons with other texts within the same domain, as suggested by Hirsch (1967).…”

Section: Multiple Sourcesmentioning

confidence: 59%

“…It will both open the organization to contact with a broader spectrum of knowledge and increase the chance of finding connections and associations and seeing the potential value in the new knowledge. This understanding is shared in most literature in the field; however, in public sector organizations, Richards and Duxbury (2014) have found indications that homogeneity of the prior related knowledge can have a positive influence on knowledge sharing. They argue that a homogeneity in the prior knowledge base enables "cognitive hooks" to enhance the dissemination of the new knowledge between group members (ibid.).…”

Section: Prior Related Knowledgementioning

confidence: 74%

“…The construct has since been used and developed by many scholars (e.g., Van den Bosch, Volberda, & De Boer, 1999;Zahra & George, 2002;Jansen, Van den Bosch, & Volberda, 2005;Lane, Koka, & Pathak, 2006;Todorova & Durisin, 2007). Although it originates from and, to a large extent, has been developed based on studies of commercial organizations, it has lately also been applied to and studied in non-market contexts (Harvey, Skelcher, Spencer, Jas, & Walshe, 2010;Richards & Duxbury, 2014). The relation between design and absorptive capacity in prior research has, for example, focused on the absorption of new knowledge in the product development process-new ways to produce, new materials, or other new knowledge that can be used in concepts and in the context of new product development (NPD) (e.g., Stock, Greis, & Fischer, 2001).…”

Section: Absorption Of New Knowledge and Development Of Capabilitymentioning

confidence: 99%

“…Apart from the homogeneity on a group level, the perception of the applicability of the knowledge was found to have influence on the assimilation of new knowledge (ibid.). Richards and Duxbury (2014) believed that this difference in result (related to the influence of prior related knowledge) was because the private sector "engage in an ongoing competitive race to develop new products and services. Public-sector organizations by contrast tend to be process focused" (Richards & Duxbury, 2014, p.17).…”

Section: Prior Related Knowledgementioning

confidence: 99%

“…Table 3 lists the different combinative capabilities and their influence on the absorptive capacity. Focusing on public sector organizations, Richards and Duxbury (2014) saw that antecedents connected to combinative capabilities and organizational structures, such as culture, processes, or silos, are of more importance than prior related knowledge. This is also supported by Harvey et al (2010), who claimed that for information to be used in decision making and improving performance, both organizational and psychological barriers have to be overcome.…”

Section: Organizational Structure and Combinative Capabilitiesmentioning

confidence: 99%

See 4 more Smart Citations

Building Design Capability in the Public Sector: Expanding the Horizons of Development

Malmberg¹

View full text Add to dashboard Cite

Public sector organizations are in need of new approaches to development and innovation. There is a need to develop a capability to better understand priorities, needs and wishes of public sector service users and become more proactive, in order to meet the demands on keeping costs down and quality high.Design is increasingly put forward as a potential answer to this need and there are many initiatives taken across the world to encourage the use of a design approach to development and innovation within public sector. In relation to this trend there is a need to improve the understanding of how public sector organizations develop ability to exploit design; how they develop design capability. This is the focus of this thesis, which through an exploratory study has observed the two initiatives aiming to introduce design and develop design capability within healthcare and social service organizations.One main contribution of this work is an understanding of the design capability concept based on a structured review of the use of the design capability concept in the literature. The concept has previously been used in relation to different aspects of designs in organizations.Another important contribution is the development of an understanding for how design capability is developed based on interpretations founded in the organizational learning perspective of absorptive capacity. The study has identified how different antecedents to development of design capability have influenced this development in the two cases. The findings have identified aspects that both support and impede the development of design capability which are important to acknowledge and address when aiming to develop design capability within a public sector organization.In both cases, the set up of the knowledge transferring efforts focus mainly on developing awareness of design. Similar patterns are seen in other prior and parallel initiatives. The findings however suggest that it is also important to ensure that the organization have access to design competence and that structures like routines, processes and culture support and enable the use of design practice, in order to make design a natural part of the continuous development work.v Populärvetenskaplig sammanfattningSedan 2015 ställer patientlagstiftningen krav på ökat inflytande och delaktighet för patienter och socialtjänstbrukare och det pågår ett paradigmskifte mot en mer personcentrerad vård och omsorg. Detta ställer nya krav både på utveckling och leverans av tjänster inom offentlig sektor. Den ökade pressen på offentlig sektor att hålla nere kostnaderna och samtidigt hålla hög kvalité på tjänsterna skapar ett behov av nya förhållningssätt till såväl användarna av tjänster som till utveckling. Förståelsen för invånarnas behov, förutsättningar och drömmar behöver utvecklas för att ge verksamheten bättre insikt i vilka problem de knappa resurserna ska fokuseras på och att de lösningar som tas fram verkligen tillför värde.I samband med detta lyfts allt oftare design fram som ett pot...

show abstract

Section: Multiple Sourcesmentioning

confidence: 59%

Section: Prior Related Knowledgementioning

confidence: 74%

Section: Absorption Of New Knowledge and Development Of Capabilitymentioning

confidence: 99%

Section: Prior Related Knowledgementioning

confidence: 99%

Section: Organizational Structure and Combinative Capabilitiesmentioning

confidence: 99%

See 3 more Smart Citations

Building Design Capability in the Public Sector: Expanding the Horizons of Development

Malmberg¹

View full text Add to dashboard Cite

show abstract

The sharing and management of managers' knowledge: A structured literature review

Ouédraogo

Rinfret

2019

Knowl Process Manag

View full text Add to dashboard Cite

Funding informationSocial Sciences and Humanities Research Council of Canada; La Capitale mutuelle de l'administration publique The management and sharing of managers' knowledge constitute vital components of organizational success and performance. A range of existing studies on managerial knowledge has analyzed various aspects of knowledge sharing and management on a patchwork basis. With future research developments in mind, some stock-taking of the current body of research studies should now be undertaken for the purpose of obtaining a clearer understanding of how managerial knowledge is and could be shared and managed. Specifically, this study strives to reply to three questions: (1) What is the status of the development of literature concerning managers' knowledge?(2) What are the various conceptualizations of managers' knowledge and of its sharing and management? (3) What are the main determinants of the sharing and management of managers' knowledge that have been identified in the literature? A structured literature review method was used to code and analyze 57 studies published between 1997 and 2016. The results show that 128 authors produced an average of 3.2 publications per year, offering an abundance of conceptualizations of managers' knowledge and of its sharing and management. Several individual and organizational determinants of managerial knowledge sharing and management were identified in our review. The various findings provide a basis for orienting future research in this field.

show abstract

Bureaucratic Influence in Policy Formulation

Araya

2022

Global Encyclopedia of Public Administration, Public Policy, and Governance

View full text Add to dashboard Cite

Work-Group Knowledge Acquisition in Knowledge Intensive Public-Sector Organizations: An Exploratory Study

Cited by 49 publications

References 62 publications

Building Design Capability in the Public Sector: Expanding the Horizons of Development

Building Design Capability in the Public Sector: Expanding the Horizons of Development

The sharing and management of managers' knowledge: A structured literature review

Bureaucratic Influence in Policy Formulation

Contact Info

Product

Resources

About