Title: Producing organisational knowledge through innovation, performance and evaluation: the case of the public sector
Authors: Dean Bartlett
Addresses: Management Research Centre, Department of Management and Professional Development, London Metropolitan University, 277-281 Holloway Road, London, N7 8HN, UK
Abstract: This paper aims to develop a number of theoretical propositions around the construction and use of knowledge in public sector organisations and is based on the outcomes of an in-depth qualitative empirical study consisting of 12 case studies of innovation in UK local government. It explores how the production of knowledge within the organisations studied depended upon links being made between innovation and performance and suggests that evaluation is one way in which such a link can be forged. The paper envisages a key role for users to engage with public sector organisations in helping to construct organisational knowledge and this is essential in the internationally emergent policy context, which draws together a concern for efficiency and performance with a focus upon governance and democratic renewal.
Keywords: knowledge management; innovation; performance; evaluation; public sector management.
International Journal of Business Performance Management, 2003 Vol.5 No.4, pp.350 - 361
Published online: 26 Jan 2004 *Full-text access for editors Access for subscribers Purchase this article Comment on this article