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Institutionalization of knowledge management in the federal government
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Alers-Tealdi, Lourdes. Institutionalization of knowledge management in the federal government. Retrieved from https://doi.org/doi:10.7282/T3BZ67X4

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TitleInstitutionalization of knowledge management in the federal government
NameAlers-Tealdi, Lourdes (author); Riccucci, Norma M. (chair); Thompson, Frank J. (internal member); Van Ryzin, Gregg G. (internal member); Marques Ferreira, Marco A. (outside member); Rutgers University; Graduate School - Newark
Date Created2015
Other Date2015-05 (degree)
SubjectPublic Administration (SPAA), Knowledge management, Federal government--United States
Extent1 online resource (viii, 173 p. : ill.)
DescriptionDespite knowledge management studies being widely attributed to the business field, it was Public Administration that actually pioneered scholarly work on the subject. In 1975, the Public Administration Review published a knowledge management symposium that not only coined the term “knowledge management,” but also broadly examined “knowledge administration.” Relevant to the study of knowledge management is the idea of promoting knowledge sharing within the organization. Since the 1990s, when U.S. federal agencies initiated their efforts on knowledge management, knowledge sharing has become a key management proposition to the executive leadership within the federal government. There are two main driving forces for promoting knowledge sharing in U.S. federal agencies. First, an aging workforce requires the U.S. federal government to prepare for the transfer of knowledge from one generation of employees to the next. Second, knowledge sharing could be crucial for the U.S. federal workforce to accomplish the diverse and challenging missions of the U.S. federal government. For an agency to accomplish its mission, we need a better understanding of the mechanisms that lead to knowledge sharing. Using an institutional theory perspective, this study hypothesizes that culture, incentives and technology influences knowledge sharing behavior in U.S. federal agencies. The study uses a mixed methods design in which both qualitative and quantitative research methods are applied to obtain a better understanding of the institutionalization of knowledge sharing in U.S. federal agencies and to empirically verify the theoretical framework proposed in the study. Using the survey responses of U.S. federal employees within the executive branch agencies, the study finds that while culture and incentives influence knowledge sharing behaviors within an agency, technology has a neutral effect on knowledge sharing behavior within an agency. Given the scarcity of research in Public Administration on knowledge management, this research will contribute empirical work to the literature that hopes to not only deliver theoretical fruitfulness but also provide managerial direction to public sector leaders.
NotePh.D.
NoteIncludes bibliographical references
Noteby Lourdes Naomi Alers-Tealdi
Genretheses, ETD doctoral
Persistent URLhttps://doi.org/doi:10.7282/T3BZ67X4
Languageeng
CollectionGraduate School - Newark Electronic Theses and Dissertations
Organization NameRutgers, The State University of New Jersey
RightsThe author owns the copyright to this work.
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