Join us on FACEBOOK:

Share this event with your colleagues

IFKAD 2017 Special Tracks

Km in the public sector
The public sector is currently undergoing major challenges all over the world (Tizard, 2012). Several well-developed economies, especially in Europe, are facing the Austerity problems, with a great demand for public services, for example due to aging of the population and unemployment, combined with budget restrictions. Emerging countries are facing the need to drive their economies to become knowledge-based economies. Several authors (Edge, 2005, p. 45; Mcadam & Reid, 2000, p. 328) suggest that KM has the potential to influence and improve this renewal processes fostering innovation and increasing efficiency in all areas. Therefore, KM could provide practical solutions to several public sector organizations to face their current challenges. Interestingly, the public sector represents a specific research context and rules and practices that work in the private sector cannot be replicated literally (Massaro, Dumay, & Garlatti, 2015). Amayah (2013, p. 456) suggest that organizational goals in public organizations are more difficult to measure and can be affected by political influences. Additionally, the public sector has specific labor rules that could make knowledge sharing more difficult (Gau, 2011, p. 2). Therefore, a specific research agenda should be developed, and public sector organizations should not import KM tools and models from private companies that have been developed without consideration of the public sector context (UNPAN, 2003, p. 1).
According to Massaro et al. (2015) KM research requires more attention in the public sector due to the limited number of specialized authors, the existence of under-investigated organization such as municipalities, super-regional entities, and super-national organizations. Therefore, this SI could provide a specialized and interesting source of articles focused on these issues for scholars, practitioners and policy makers.
As a result of the widespread interest in KM in the public sector context (Massaro et al., 2015) there are several opportunities for future research. First, there is an opportunity to synthesize the findings to inform research about the contributions made by previous researchers in very well analyzed topics such as in Universities or the health sector. Second, there are opportunities to extend the research to less investigated organizations that present specific contexts such as the military and police sector. Third, using the request for more performative rather than ostensive approach (Dumay, 2012, p. 12) research helps to understand how KM is useful both for academia and practitioners.

Topics covered are include, but are not limited to the following:
  • Knowledge management and innovation in the public sector;
  • Knowledge sharing in the public sector;
  • Knowledge management in the public sector in emerging economies;
  • Knowledge management in super national entities (e.g. UN, NATO, etc.);
  • Knowledge management in municipalities;
  • Knowledge strategy in the public sector Intellectual capital impact on University's stakeholders;
  • Knowledge management and business model in the public sector;
  • Knowledge transfers from the public to the private sector;
  • Knowledge acquisition from the private to the public sector.

Maurizio Massaro | University of Udine, Italy
John Dumay | Macquarie University, Australia
Andrea Garlatti | University of Udine, Italy