Abstract
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.
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Notes
Private sector is not entirely excluded, but the Group is primarily meant for the public sector.
A vertically integrated utility in Pakistan, that generates most of the electricity and distributes it to domestic, commercial and industrial consumers though its distribution companies.
National Energy Conservation Center under Ministry of Environment.
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Acknowledgements
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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I am grateful to two anonymous reviewers for their valuable comments on an earlier draft of the paper.
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Khan, I.A. Knowledge Groups: A Model for Creating Synergy Across the Public Sector. Public Organ Rev 10, 139–152 (2010). https://doi.org/10.1007/s11115-009-0101-z
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DOI: https://doi.org/10.1007/s11115-009-0101-z