How and why redundant knowledge assets are identified? A case study of the end of the knowledge asset lifecycle

James, P; Sankaran, S

How and why redundant knowledge assets are identified? A case study of the end of the knowledge asset lifecycle

James, P Sankaran, S

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Publisher:: Common Ground Publishing
Publication Type:: Journal Article
Citation:: International Journal of Knowledge Culture and Change Management, 2006, 6 (5), pp. 151 - 160
Issue Date:: 2006-01

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Field	Value	Language
dc.contributor.author	James, P	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.date.issued	2006-01	en_US
dc.identifier.citation	International Journal of Knowledge Culture and Change Management, 2006, 6 (5), pp. 151 - 160	en_US
dc.identifier.issn	1447-9524	en_US
dc.identifier.uri	http://hdl.handle.net/10453/1127
dc.description.abstract	Public sector reform, or New Public Management in Australia, and around the world, is causing operational and cultural change within government departments. For such transformation to occur, people and organisations are required to `unlearn the old and now `dysfunctional ways of doing things. The changes are analogous to the process of `creative destruction, where organisations make their knowledge obsolete through developments in technology, business processes or business models. This phenomenon is common to all organisations, social, firms, and societies, as they all evolve through adapting the knowledge of their members. An inability to unlearn can reduce the speed with which new learning takes place, potentially favouring efficiency over flexibility, and inhibiting the ability to change. Based on research into twelve public sector organisations in Australia, the research established a nexus between the two management disciplines of strategic management and knowledge management. The focus of the research was a study of the life cycle of knowledge assets, which starts and ends when their need or otherwise is identified directly or indirectly by strategic plans. Knowledge assets are acquired, deployed, utilised and maintained until they are no longer needed. They are then disposed of by outsourcing or atrophy when people are redeployed or retrained. The research found that the majority of the public sector practitioners interviewed admitted that their departments had no formal processes for identifying redundant knowledge assets. This is supported by case studies on Australian Government departments where the focus of these programs is on knowledge capture, sharing and utilisation.	en_US
dc.publisher	Common Ground Publishing	en_US
dc.relation.ispartof	International Journal of Knowledge Culture and Change Management	en_US
dc.title	How and why redundant knowledge assets are identified? A case study of the end of the knowledge asset lifecycle	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	6	en_US
utslib.for	0807 Library and Information Studies	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	2002 Cultural Studies	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.issue	5	en_US
pubs.volume	6	en_US

Abstract:

Public sector reform, or New Public Management in Australia, and around the world, is causing operational and cultural change within government departments. For such transformation to occur, people and organisations are required to `unlearn the old and now `dysfunctional ways of doing things. The changes are analogous to the process of `creative destruction, where organisations make their knowledge obsolete through developments in technology, business processes or business models. This phenomenon is common to all organisations, social, firms, and societies, as they all evolve through adapting the knowledge of their members. An inability to unlearn can reduce the speed with which new learning takes place, potentially favouring efficiency over flexibility, and inhibiting the ability to change. Based on research into twelve public sector organisations in Australia, the research established a nexus between the two management disciplines of strategic management and knowledge management. The focus of the research was a study of the life cycle of knowledge assets, which starts and ends when their need or otherwise is identified directly or indirectly by strategic plans. Knowledge assets are acquired, deployed, utilised and maintained until they are no longer needed. They are then disposed of by outsourcing or atrophy when people are redeployed or retrained. The research found that the majority of the public sector practitioners interviewed admitted that their departments had no formal processes for identifying redundant knowledge assets. This is supported by case studies on Australian Government departments where the focus of these programs is on knowledge capture, sharing and utilisation.

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http://hdl.handle.net/10453/1127