The Impact of Knowledge Management Practices on Organisational Performance: Case Study in a Public Organisation

Abstract

This study delves into the strategic challenge of Knowledge Management (KM) in organisations, particularly in the public sector, and aims to identify the impact of KM practices on organisational performance. By examining the relationship between knowledge as a valuable resource for competitive advantage, the study identifies the factors that affect knowledge formalisation and preservation in organisations. The study surveyed several department heads from a public organisation to analyse the impact of KM practices, and found that practices such as knowledge capitalisation, formalisation, sharing and inventory have a positive effect on organisational performance. The study also sheds light on the importance of understanding the context and potential barriers to effective KM, particularly department heads’ reluctance to share knowledge due to concerns over losing power. The contribution of this study lies in bridging the gap between theory and practical context in KM practices and identifying the factors that affect organisational performance.