What is the role of knowledge management in local government?

Government around the world often operates at three levels¹ – national, state/province, and local. Each level has differing primary functions and responsibilities. National governments are responsible for national and international affairs, for example defense and foreign relations. Within each nation, there are often states or provinces, for example the nation of the United States of America (USA) is made up of 50 states. State or provincial government responsibilities can include education, transportation, and healthcare. Then, within each state or province, there are local governments which operate at the community level and cover particular cities or rural areas. For example, there are more than 90,000 local governments across the USA², with Illinois having 6,930, the most of any state. Local government responsibilities can include infrastructure maintenance, for example roadworks, and essential services, for example the provision of drinking water and recycling collection.

Given the large number of local governments worldwide, this type of organization should be a focus for knowledge management (KM) activities. A newly published paper³ in the South African Journal of Information Management (SAJIM) takes a significant step forward in this regard. Authors Kelebogile G. Mosimege⁴ and Christiaan H. Maasdorp carry out a systematic review of 47 research studies between 2010 and 2024 to comprehensively examine the current state of KM practices in local governments globally. Systematic reviews⁵ produce a reliable knowledge base through accumulating findings from a range of studies.

1. Findings

Through their systematic review, Mosimege & Maasdorp find that KM is a relatively new practice for local government with challenges in adoption, but essential for improving service delivery and organisational performance. They present the following findings in regard to KM in local government:

1.1. Knowledge management processes and practices

• Effective KM implementation is crucial and needs support from leadership, a positive culture, and technology.
• KM maturity frameworks help assess progress.
• Measuring KM effectiveness is complex and requires models that capture both tangible and intangible outcomes.
• KM improves planning, digitalisation, and service delivery.
• Key practices include knowledge-sharing platforms, communities of practice, repositories, and training programs.

1.2. Factors influencing knowledge management

• Employee engagement is vital.
• Perceptions of KM can vary based on individual traits and the organisational culture.
• Leadership commitment and resource allocation are essential.
• Barriers include resistance to change, limited resources, and siloed information.
• Technology and supportive environments aid in adopting KM.

1.3. Impact of knowledge management

• KM boosts service delivery, decision-making, efficiency, and innovation. It also improves customer satisfaction and the overall image of the organisation.
• Studies show that KM leads to better resource usage and builds trust among citizens.

1.4. Knowledge sharing and transfer

• A culture of trust and collaboration is crucial for sharing knowledge. Both formal and informal methods help facilitate knowledge exchange.
• Transferring tacit knowledge is challenging but necessary for continuity and informed decision-making.
• Encouraging knowledge exchange between municipalities and communities is essential.
• Active knowledge sharing among municipal employees is important, but office politics often disrupt this process, which harms the communities served.

1.5. Knowledge management and technology

• Technology supports KM with tools such as repositories, intranets, and social media. It helps with integration, breaking down silos, and encouraging collaboration.
• Digitalisation offers both opportunities and challenges, particularly in developing regions with infrastructure issues. Investment, training, and security are essential to make the most of digital KM benefits.

1.6. Knowledge management and organisational performance

KM supports strategic goals, improves urban governance, and encourages organisational learning. It aids in policy development, transparency and citizen engagement. Key themes include:

• Knowledge risk management – protecting critical knowledge assets.
• Succession planning – ensuring continuity through the transfer of tacit knowledge.
• Sustainability – supporting environmental, social, and economic initiatives.

1.7. Most common knowledge management practices

• The findings show that local governments use various KM practices, foremost among these are knowledge-sharing platforms, communities of practice, centralised knowledge repositories, and structured training programs.
• When it comes to knowledge-sharing platforms, various digital tools help staff exchange information and collaborate with each other.
• Communities of practice create the informal social networks that encourage the sharing of information among people with similar interests.
• Knowledge repositories serve as the central databases that organise information for easy access and reuse by employees.
• Training programs provide employees with the skills needed to participate effectively in a knowledge-intensive environment.

1.8. Key barriers to and enablers of effective knowledge management

• Barriers to KM implementation include various related challenges impeding successful adoption.
• Resistance to change occurs when employees hesitate to adopt new practices or technologies for a variety of reasons.
• A lack of resources presents another significant obstacle, because limited funding, staffing or infrastructure may hinder KM efforts and prevent sufficient investment in the necessary systems or training.
• An obstructive organisational culture can create barriers, for instance, when a non-collaborative culture undermines knowledge sharing and maintains a traditional silo mentality.
• Enablers of KM include factors that facilitate successful implementation and support KM practices.
• The foremost enabler is leadership support in the form of commitment from leaders that is important for creating a supportive KM environment, as well as for the allocation of the necessary resources.
• Employee engagement encourages participation and ownership in KM initiatives, which improves success rates and provides momentum.
• Technology infrastructure provides the material support for KM.

1.9. Impact of knowledge management on service delivery and organisational performance

• Effective KM practices improve local government performance and, by extension, service delivery through multiple enhancements.
• Improving service quality occurs when using knowledge leads to better responsiveness and satisfaction for citizens receiving municipal services.
• Enhanced decision-making happens when access to timely information helps with informed policy-making and planning.
• Increased efficiency results from streamlining processes that cut down duplication and optimise resources between departments and across service areas.
• Innovation is fostered when KM builds a culture of learning and experimentation.
• Together, the improvements resulting from KM practices can strengthen the overall capacity of local governments to serve their communities.

1.10. Best practices and strategies for knowledge management

• Key best practices include cultivating a knowledge-sharing culture by promoting an environment that values collaboration through recognition and communities of practice.
• Also important is securing leadership commitment, because involvement from leaders is crucial for successful KM integration.
• Investing in technology ensures material support for KM practices through the appropriate technology infrastructure.
• Providing training and support to give employees the necessary skills ensures that they can participate effectively in KM activities.

2. Implications for practice and research

Mosimege & Maasdorp advise that their findings highlight KM’s strategic importance in local government, and provide practical insights for practitioners, policymakers, and researchers:

2.1. Implications for local government practitioners and policymakers

The findings provide practical recommendations for strategic planning, cultural change, technology investment, performance evaluation and sustainability and succession planning. By following these strategies, local governments can improve service delivery, encourage innovation, and create more resilient and engaged communities:

• In terms of strategic planning, local governments should create KM strategies that match organisational goals, backed by leadership and sufficient resources.
• Cultural change requires the promotion of a culture of knowledge sharing through practices, recognition programs and training.
• Technology investment involves introducing KM systems and tools, including artificial intelligence (AI) and machine learning (ML_, to improve knowledge capture and use in municipal operations.
• Performance evaluation should incorporate the evaluation of existing KM initiatives with both numerical and descriptive measures to support ongoing improvement.
• Sustainability and succession planning should use KM to further sustainability goals and ensure continuity through succession planning.

2.2. Implications for KM researchers

The review shows that KM in local government is growing, but still lacks enough research. Identified themes highlight KM’s potential to tackle service delivery issues and enhance organisational performance. Although progress is visible, especially in countries such as South Africa and Iran, more research is required to bridge gaps and guide effective KM implementation. Recommendations for future research:

• Investigate the integration of emerging technologies such as artificial intelligence (AI).
• Explore KM strategies during crises and emergencies, drawing on learnings from the COVID-19 pandemic.
• Tailor KM practices for culturally diverse communities, especially with a focus on adapting KM practices to meet the needs of different populations and promote inclusivity in knowledge sharing and integration processes.
• Develop complete key performance indicators (KPIs) and evaluation frameworks.
• Conduct longitudinal studies to assess KM’s long-term impact.

3. But what about ISO 30401?

It’s notable that nowhere in the systematic review findings is there mention of the KM standard ISO 30401:2018 Knowledge management systems — Requirements⁶. With KM being a relatively new practice for local government, this omission potentially reflects the general lack of awareness and uptake of ISO 30401⁷. The potential for ISO 30401 to assist KM in local government needs to be investigated by KM researchers and practitioners.

Article source: Mosimege & Maasdorp, 2025, CC BY 4.0.

Header image: Local government offices, City of Kingston, Victoria, Australia. Source: iPostcodes on Wikimedia Commons, CC BY 2.0.

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