Public Organization Review

, Volume 10, Issue 2, pp 139–152 | Cite as

Knowledge Groups: A Model for Creating Synergy Across the Public Sector

  • Iram A. Khan


Private sector lays a strong emphasis on acquiring knowledge, because in today’s world, it is knowledge that is the primary source of sustained profitability. Public sector organizations also need to be learning organizations. However, they are constrained by a number of factors. This paper discusses different models for knowledge sharing, but finds them inadequate for the public sector. It then develops a model of Knowledge Groups that creates synergy across the public sector by formally gathering professionals from different and even competing public sector organizations for a clearly defined and mutually valued goal. The paper also identifies risks that may lead to the failure of Knowledge Groups. It concludes by presenting a case study on Energy Management and analyzes the dynamics of interaction between Group members for formulating guidelines and standards on the subject.


Public sector Knowledge management Talent clustering Pakistan 



The author would like to gratefully acknowledge the contribution of Mr. Khalid Farooq, ex-Deputy Auditor General, who first introduced him to the concept.


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Copyright information

© Springer Science+Business Media, LLC 2009

Authors and Affiliations

  1. 1.Director Audit Policy & Special SectorsOffice of the Auditor General of PakistanIslamabadPakistan

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