An integrated strategic framework for knowledge management strategy in government
A newly published paper1 in the Journal of Business, Social and Technology alerts that while previous studies have examined individual knowledge management (KM) success factors for governments – such as leadership, organizational culture, or technology readiness – most remain fragmented and case-specific, and lack an integrated strategic framework tailored to public sector governance.
In response, paper authors Sabrina Editha Putri, Irni Irmayani, Dana Indra Sensuse, Sofian Lusa, and Nadya Safitri have carried out a systematic literature review using the PRISMA guidelines2 to identify an integrated and strategically aligned KM approach. Systematic reviews3 produce a reliable knowledge base through accumulating findings from a range of studies. A total of 600 articles were screened from five leading scientific databases, resulting in 20 eligible studies for in-depth analysis.
Two domains for KM success
From their analysis, Putri and colleagues find that KM success in government rests on two interrelated domains: KM foundation and KM solution:
Infrastructure:
- Leadership
- Organizational culture
- Organization structure
- Physical environment
- Trust
- Awareness
- Training
- Strategy
- Mindset
- Ethics
- Reward
- Performance
- Innovation
Technology:
- IT infrastructure
- Technology adoption
Mechanisms:
- Openness
- Regulation
KM process:
- Capturing
- Sharing
- Discovering
KM system:
- User friendly
- IT-based knowledge solutions
Nine strategic implementation areas
They also identified nine implementation areas with strategies for each:
- Developing transformational leadership characteristics
- Establish a strategic vision for the organization to support KM
- Establish a work environment that supports innovation
- Improve constructive communication between managers and staff
- Provide support from top management
- Encourage trust, openness and collaboration between departments
- Improve effective communication in organizations
- Encourage social integration to support knowledge sharing
- Facilitate open exchange of knowledge
- Build a collaborative and innovative work culture
- Adopt an IT infrastructure
- Build a user-friendly KM platform
- Manage resistance
- Build readiness and ongoing communication
- Provide a training agenda to improve employees’ skills and knowledge
- Support benchmarking activities to other agencies
- Conduct a knowledge preservation program
- Capture knowledge both internally and externally to the organization
- Perform tacit knowledge transfer
- Establish a reward system to encourage knowledge contribution
- Regular evaluation of KM activities, using metrics and feedback
- Setting performance expectations on the organization
- Use of communities of practice, knowledge networks and peer learning
- Develop formal KM regulations
- Establish a special unit to handle KM
- Provide a budget for KM activities
- Develop a knowledge governance framework
Header image source: Clker-Free-Vector-Images on Pixabay.
References:
- Putri, S. E., Irmayani, I., Sensuse, D. I., Lusa, S., & Safitri, N. (2026). Identifying Key Components of Knowledge Management Strategy in Government: A Systematic Literature Review. Journal of Business, Social and Technology, 7(1), 43-55. ↩
- Page, M. J., McKenzie, J. E., Bossuyt, P. M., Boutron, I., Hoffmann, T. C., Mulrow, C. D., … & Moher, D. (2021). The PRISMA 2020 statement: an updated guideline for reporting systematic reviews. BMJ, 372. ↩
- Boyes, B. (2018, May 18). Using narrative reviews, systematic reviews, and meta-analyses in evidence-based knowledge management (KM). RealKM Magazine. ↩
