Knowledge management in the Chinese public sector: empirical investigation

Abstract

PurposeThis paper aims to examine knowledge management (KM) processes and its implementation in the public sector in China and seeks to identify success factors that influence KM and attempts to address various key issues in the process in a hope to raise awareness of KM as a potential solution to improve the performance in the public sector.Design/methodology/approachA case study and research experience are presented.FindingsThe study suggests that KM in the public sector still in its infancy and has a long way to go in the KM journey. However, the study has identified a certain number of factors that are essential to the success of the KM initiative and program in the public sector, of which, the appropriateness and effectiveness of knowledge sharing is more important in the public sector than in the private sector. The study examines current situation in terms of KM activities in the public sector in China and fuelled the debate concerning KM in the public sector.Practical implicationsThe outcome of the research could have significant implications for KM programs in public sector organizations in China.Originality/valueThis study is a comprehensive examination and analysis of the process of KM and its implementation in the public sector in China, incorporating both the cultural and organizational factors that play a role in the whole process. The paper describes and develops a framework of KM processes and implementation in the public sector as well as recommendations to practitioners about planning and implementing KM programs and initiatives.