Stealth KM: how to make KM successful in any organization

Abstract

Purpose

The knowledge economy presents new demands for government departments and agencies to deliver improved levels of service to their clients. Citizens expect services to be delivered effectively and economically, and at the same time they expect the knowledge that government holds will be shared with them, to be part of the products government delivers. To meet this increased level of expectation, departments and agencies have begun focusing more on the need to manage their corporate knowledge with the same diligence with which they manage their other organizational assets. This article seeks to look at ways to help organizations and individuals to meet these business objectives.

Design/methodology/approach

The article presents a strategy and approach for implementing knowledge management (KM) successfully in any organization, one that takes KM right back to its basics.

Findings

Despite the pressure to address knowledge‐related issues, it appears that government institutions are not adopting KM as an organizational imperative. In fact some of the early KM adopters have fallen by the wayside, and the public sector in general is struggling to make the connection between its desired business outcomes and the benefits of doing KM.

Originality/value

The article examines: why governments are having a problem with KM; what can be done to make the KM connection in public sector organizations; and what comprises a winning strategy for KM programs in the public sector.

Citation

Sinclair, N. (2006), "Stealth KM: how to make KM successful in any organization", VINE, Vol. 36 No. 1, pp. 97-107. https://doi.org/10.1108/03055720610667408