Knowledge management initiatives in the New Zealand state sector : a thesis presented in partial fulfilment of the requirements for the degree of Masters of Business Information at Massey University, Wellington, New Zealand
This research study attempts to determine whether New Zealand State sector organisations do benefit or can benefit from using knowledge management. After considering various approaches taken to developing and implementing knowledge management initiatives, the use of knowledge management in a range of New Zealand State sector organisations is investigated. The practices discovered in each organisation are compared. The positive and negative outcomes experienced from undertaking knowledge management initiatives are discussed. These experiences suggest what similar organisations need to be aware of if contemplating using knowledge management. The research was a comparative study of several New Zealand State sector organisations that have either implemented or are planning to implement knowledge management initiatives. The research approach was qualitative, and the methodology involved in-depth interviews. These interviews allowed for cross-analysis and comparison across eight different State sector organisations to gain an insight into what has occurred around knowledge management initiatives in each one. All organisations have gone about developing and implementing knowledge management initiatives In different ways, but all have begun knowledge management work from the common starting point of developing a knowledge management strategy to guide an overall programme of work. The results of the research indicate that New Zealand State sector organisations have used knowledge management as a change tool, to effect culture changes and staff behaviour changes, and to counteract loss of organisational knowledge. The key benefits obtained by the organisations that have undertaken knowledge management initiatives have been improving knowledge sharing cultures and environments, and achieving cultural and behavioural changes desired. The critical cornerstones for knowledge management success have been good leadership and buy-in of the knowledge management initiative at chief executive and senior management level.