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December 2003, Volume 1, Number 2, Pages 69-76
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| Article |
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| Aggressively pursuing knowledge management over 2 years: a case study at a US government organization |
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| Jay Liebowitz1 |
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1Department of Information Technology, Graduate Division of Business Management, John S Hopkins University, Rockville, MD, U.S.A
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Correspondence to: Jay Liebowitz, Department of Information Technology, Graduate Division of Business Management, John S Hopkins University, 9601 Medical Center Drive, Rockville, MD 20850-3332, U.S.A. Tel.: +1 301 315 2893; Fax: +1 301 315 2892; E-mail: Jliebow1@jhu.edu |
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| Abstract |
| As the US federal civilian workforce is 'graying', knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework.
Knowledge Management Research & Practice (2003) 1, 69-76. doi:10.1057/palgrave.kmrp.8500008 |
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| Keywords |
| case study; government; intellectual capital; knowledge management strategy |
| Received 24 February 2003; revised 19 August 2003; accepted 8 September 2003 |
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