Abstract:
Many recent business trends and initiatives discuss knowledge management (KM) and its importance in adding to the efficiencies and effectiveness of an organisation. However, there are few pragmatic examples of how an organisation can deliver on its strategic objectives through the integration of KM in a work environment. This thesis puts forward the hypothesis that an organisation¿s strategic objectives are best delivered when the organisation embraces a strategy-pull model for knowledge management (KM). A case study on the production of service indicators in the Planning Department of Limerick County Council has been conducted. The case entailed a review of the Development Control section of the Planning Department and included in-depth interviews with a cross-section of staff in the department. A process and technology framework for KM was designed and used to guide the case study, and subsequent analysis of the results, leading to the explanation of the absence of a strategy-pull model of KM. The case shows evidence that service indicators are measured in a mechanistic way more for compliance reasons than for strategic analysis, despite the potential for a strategy-pull environment to pervade. Although the technology tools are available to facilitate the strategy-pull model the processes have not been sufficiently developed or KM-enabled to incorporate this capability. Insights were gained during the course of the study and the subsequent analysis as to how the strategy-pull model could be implemented enabling the subject organisation to improve efficiencies and decision making in addition to infusing a KM culture.
