Knowledge Management in the Public Sector: UK Case Study Perspectives

Abstract

Within the United Kingdom the MeCTIP model and supporting ‘Benchmarking KM’ assessment tool (Moffett et al. 2000) provide a framework for organisations to identify Knowledge Management (KM) implementation opportunities, gaps and limitations. Based on the MeCTIP model, following a large-scale empirical study undertaken in 2009 with 588 UK organisations from various organisations types, sizes and sectors, a knowledge categorisation was created based on success of KM implementation. Each of the 588 participant organisations were classified across a KM continuum, six categories existed namely beginners, laggards, non-viewers, emergers, progressors and achievers. Categorisation focused on the implementation approach that each organisation adopted from non-viewer, ad-hoc implementation to those that focused on KM elements, such as cultural aspects or technical approaches, to those that had a strong combination of people, process and technology for successful KM initiatives. From each category a number of companies were selected for further in-depth qualitative review. Case study research was conducted to obtain a deep, qualitative analysis of KM implementation processes. This paper presents the findings of this ‘KM in Action’ approach, identifying KM implementation strategies within the UK public sector. Qualitative findings from three case organisations are applied to support current literature, anecdotal quotations provide insight into the views of those involved in public sector KM implementation.