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Knowledge management capability and organizational memory: a study of public sector agencies

Knowledge management capability and organizational memory: a study of public sector agencies The purpose of this paper is to explore organizational memory (OM) in three public agencies in a developing country context. Research suggests that knowledge management (KM) can build a nation’s intellectual capital and improve the effectiveness of public sector management. Therefore, how knowledge is preserved is important.Design/methodology/approachThe study targeted three large public institutions in Ghana. The study used a survey of 756 individuals in managerial and operational level positions in institutions to test the hypotheses in the study.FindingsThe findings confirm that knowledge management capability (KMC) has a positive and significant impact on OM. Knowledge acquisition and retention capabilities, in particular, are critical variables in building OM.Research limitations/implicationsThe research relied on self-reports and so one cannot completely rule out social desirability and consistency biases. Using cross-sectional data also makes it difficult to make inferences about the causality.Practical implicationsPublic agencies desirous of building their OM will need to build critical KMC and infrastructure.Originality/valueThis paper links KMC to OM in public institutions in an emerging country context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Knowledge management capability and organizational memory: a study of public sector agencies

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References (99)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0951-3558
DOI
10.1108/ijpsm-10-2018-0225
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore organizational memory (OM) in three public agencies in a developing country context. Research suggests that knowledge management (KM) can build a nation’s intellectual capital and improve the effectiveness of public sector management. Therefore, how knowledge is preserved is important.Design/methodology/approachThe study targeted three large public institutions in Ghana. The study used a survey of 756 individuals in managerial and operational level positions in institutions to test the hypotheses in the study.FindingsThe findings confirm that knowledge management capability (KMC) has a positive and significant impact on OM. Knowledge acquisition and retention capabilities, in particular, are critical variables in building OM.Research limitations/implicationsThe research relied on self-reports and so one cannot completely rule out social desirability and consistency biases. Using cross-sectional data also makes it difficult to make inferences about the causality.Practical implicationsPublic agencies desirous of building their OM will need to build critical KMC and infrastructure.Originality/valueThis paper links KMC to OM in public institutions in an emerging country context.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Sep 3, 2019

Keywords: Public sector management; Organizational memory

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