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Knowledge management (KM) is on its way to becoming an integral
business function and a new aspect of management for many
organizations. Although it can be argued that public sector
organizations increasingly face similar pressures as the pressures
on the private sector, public sector organizations, partly because
of their public ownership and limited competition, may not pursue
KM as strongly and effectively as private sector organizations. It
seems, therefore, reasonable to expect that there will be
differences in understanding, best practice, and performance
indicators between the two sectors and how they impact drivers for
KM activity. This study tests empirically the basic KM arguments
that KM in public organizations differs from that carried out in
private organization. In the literature review, the key dimensions
of KM are described (chapter 2). In Chapter 3, research model and
the hypotheses were developed. Chapter 4 covers the analysis and
the findings from the survey. Chapter 5 summarizes findings and
connects them to the purpose of the study, and makes
recommendations for further developments of KM in pubic
organization with some conclusions. This book makes a contribution
toward the knowledge and competences needed by researchers and
practitioners in KM field.
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