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Taming enterprise dementia in public sector organizations

Taming enterprise dementia in public sector organizations Purpose – The aim of this paper is to report the finding of an exploratory research project that considered how public service organizations may conquer the debilitating effects of enterprise dementia. Design/methodology/approach – Building on the seminal research of Michael Earl, this project sought to solicit the view from the front, which in this case are the middle managers of the Canadian public service. Specifically, the aim was to determine which of Earl's schools of knowledge would be most appropriate in curbing the organizational memory loss and taming the information anxiety that are common place today. Findings – The sample of public service middle managers overwhelmingly opted for a single strategy. The organizational school surfaced as the strategy most likely to fit respondents' perceived needs. Through collaboration, Earl's organizational school focuses on maximizing the use of social networks with a view to knowledge sharing. Practical implications – This paper provides a compendium of knowledge strategies that may be useful for public service executives. Originality/value – This the first project to consider how Earl's taxonomy of knowledge strategies may be implemented in a Canadian public service environment. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Taming enterprise dementia in public sector organizations

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References (37)

Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550510616751
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of this paper is to report the finding of an exploratory research project that considered how public service organizations may conquer the debilitating effects of enterprise dementia. Design/methodology/approach – Building on the seminal research of Michael Earl, this project sought to solicit the view from the front, which in this case are the middle managers of the Canadian public service. Specifically, the aim was to determine which of Earl's schools of knowledge would be most appropriate in curbing the organizational memory loss and taming the information anxiety that are common place today. Findings – The sample of public service middle managers overwhelmingly opted for a single strategy. The organizational school surfaced as the strategy most likely to fit respondents' perceived needs. Through collaboration, Earl's organizational school focuses on maximizing the use of social networks with a view to knowledge sharing. Practical implications – This paper provides a compendium of knowledge strategies that may be useful for public service executives. Originality/value – This the first project to consider how Earl's taxonomy of knowledge strategies may be implemented in a Canadian public service environment.

Journal

International Journal of Public Sector ManagementEmerald Publishing

Published: Oct 1, 2005

Keywords: Middle managers; Public sector organizations; Knowledge management; Canada

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