Knowledge Management for Excellence in Indian Public Sector

Knowledge Management for Excellence in Indian Public Sector

Neeta Baporikar (Namibia University of Science and Technology, Namibia & University of Pune, India)
DOI: 10.4018/IJSESD.2017010104
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Organizations can build a new kind of relationship with citizens, putting skills and resources directly at their disposal and enabling them to play a much greater role in public policy. They can also harness the “power of us” and pull people together to create public value in new ways if the knowledge is put to use in an effective manner (Baporikar, 2004). Knowledge creation, generation, and application are a continuous process. Although Knowledge Management (KM) has gained global attention, its adoption in public sector is still embryonic. Hence, it is vital for organizations to comprehend KM; so that KM strategy and organizational strategy can be well aligned. This is all the more important for public sector because the impact is not only high but directly affecting the common man. Based on in depth literature review and content analysis of secondary data this paper aims to develop comprehensive understanding of KM application in public sector. It also provides cases of Indian public sector organizations that by adoption of KM have excelled.
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Literature Review

Knowledge management is the process of creating value from an organization’s tangible and intangible assets (Baporikar, 2004). Many organizations in the private or Public Sectors across the globe have started to realize the importance of knowledge management in streamlining their operations. The importance of the term Knowledge and its management can be gauzed from the fact that the age old notion of “Industrial economy and industrial nations” has taken a back-seat and is being replaced by more enticing notion of “Knowledge economy.” Public Sector has lagged behind a bit in realizing the importance of knowledge management, but with the tremendous investment in KM in private enterprises leading to innumerable benefits, this sector too has started to appreciate the benefits of embracing KM.

Before delving deep in to management of knowledge, it is important to understand what we want to manage – The Knowledge. The term “knowledge” is one of the more confusing aspects of KM. The terms “information” and “data” are often used interchangeably with the term “knowledge”. In fact, they have different meanings and understanding the differences is essential to doing knowledge work successfully. Knowledge is derived from information. It results from making comparisons, identifying consequences, and making connections. Knowledge also includes judgment and “rules of thumb” developed over time through trial and error. Here is a working definition of Knowledge suggested by Thomas Davenport and Laurence Prusak (Tiwana, 2000).

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