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Knowledge management: issues, challenges and opportunities for governments in the new economy

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TLDR
Examining some US government early practices, the paper advocates for "communities of practice", cautions on "best practices" and concludes with recommendations on a suggested implementation approach.
Abstract
Throughout history, knowledge has always been viewed from multiple perspectives-abstract, philosophical, religious and practical. This paper focuses on the practical perspective and how governments can capitalize on it as they attempt to come to terms with the forces being unleashed by what is being described as the "new economy." To deliver more innovative services to a demanding public, governments must be involved in the deployment of such new services as e-government and e-commerce. Active management of their knowledge assets is mandatory for success. Drawing from reported private sector experiences, some issues, challenges and opportunities for government services provision are examined. A suggested implementation approach highlights leadership, culture, technology, and measurement as critical success factors. Examining some US government early practices, the paper advocates for "communities of practice", cautions on "best practices" and concludes with recommendations.

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Citations
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The knowledge-creating company : how Japanese companies create the dynamics of innovation

TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.

Issues of Knowledge Management in the Public Sector

TL;DR: The new economy not only poses challenges, but also offers opportunities for both private and public sectors alike as mentioned in this paper, and government must take active initiatives to adopt new management tools, techniques and philosophies of the private sector and adapt to its circumstance.
Journal ArticleDOI

Common Knowledge: How Companies Thrive by Sharing What They Know

Stuart Hannabuss
- 01 Jul 2001 - 
TL;DR: A new book enPDFd common knowledge how companies thrive by sharing what they know that can be a new way to explore the knowledge is shown, which can get one thing to always remember in every reading time, even step by step.
Journal ArticleDOI

Knowledge management performance evaluation: a decade review from 1995 to 2004

TL;DR: The ability to continually change and obtain new understanding is the driving power behind KM methodologies, and should be the basis of KM performance evaluations in the future.
Journal ArticleDOI

Measuring knowledge management performance using a competitive perspective

TL;DR: The results prove the proposed method can act as a measurement tool for the entire KM of an organization and is generic in nature and applicable to benefit an organization.
References
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Book

Communities of Practice: Learning, Meaning, and Identity

TL;DR: Identity in practice, modes of belonging, participation and non-participation, and learning communities: a guide to understanding identity in practice.
Book

The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation

TL;DR: The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation as mentioned in this paper The Knowledge creating company is a knowledge-creating company that creates the dynamism of the Japanese economy.
Book

Working Knowledge: How Organizations Manage What They Know

TL;DR: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage.
Book

The knowledge-creating company : how Japanese companies create the dynamics of innovation

TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.