Knowledge Management Dynamics and Public Sector Organization Development

Knowledge Management Dynamics and Public Sector Organization Development

Neeta Baporikar (Namibia University of Science and Technology, Namibia & University of Pune, India)
DOI: 10.4018/978-1-5225-9639-4.ch003

Abstract

In general, organizations should identify the skills, expertise, creativity, and motivation of the people if they have to become more competitive and enhance their performance. This is all the more crucial for public sector organizations. Knowledge therein plays a critical and integral role in being productive and innovative. But, unfortunately, public sector organizations don't recognize and take advantage of the dynamics of knowledge management for developing. Implying expertise and skills of the people in the form of knowledge which they possess is ignored or at best used sporadically. Adopting a grounded theory approach and in-depth literature review, the aim of this chapter is to critically appraise public sector organization development through knowledge management dynamics. The focus is on this neglected area because in this competitive era, public sector organizations' success depends not only on the basis of efficiency and effectiveness but also on how they identify, gather, manage, integrate, share and disseminate relevant knowledge to their human capital to bring innovation.
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Literature Review

Knowledge Management (KM) is an organizational process that aims to create centralize knowledge source within the organization that acquire, assimilate, distribute, integrate, share, retrieve and reuse the internal and external, explicit and tacit to bring innovation in the organization in the form of the product, people and organizational process. Polyani (1962) identified the duality of the knowledge and divided knowledge into two types: tacit and explicit. Polyani (1962) defined tacit knowledge as the abilities, expertise and conceptual thinking. Further, he argued that tacit knowledge is not only attributed to the, what is known but it is also attributed to the knower as well. Tacit knowledge is very difficult to acquire because it is embedded in the form of capabilities, skills and ideas which individuals carry in their minds. Tacit knowledge can only be seen through the application that is why tacit knowledge is difficult to capture, exploit and diffuse among the organizational members. However, explicit knowledge can be disseminated and shared in the form of hard data, well defined procedures, and standardized principles Polyani (1962). Nonaka & Takeuchi (1995) defined explicit knowledge as ‘Knowledge of Rationality’. Explicit knowledge is easy to capture, manage, share and disseminate to the people.

According to Davenport & Prusak (2000, p 5):

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