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References Tiit Elenurm Accorsi, F. L., Costa, J. P. (2008) “Peer-to-Peer Systems Consubstantiating <strong>the</strong> Ba Concept”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 6, Iss. 1, pp 1-12. Apostolou, D., Abecker, A., Mentzas, G. (2007) “Harmonizing codification and socialization in knowledge management”, Knowledge Management Research & Practice, Vol 5, pp. 271-285. Burns, T., Stalker. G.M. (1961). The Management <strong>of</strong> Innovation, Tavistock Publication, London. Castiaux, A. (2006) “Knowledge Building in Innovation Networks: The Impact <strong>of</strong> Collaborative Tools”, in <strong>Proceedings</strong> <strong>of</strong> <strong>the</strong> 7 th <strong>European</strong> <strong>Conference</strong> on Knowledge Management, Péter Feher (Ed), Academic <strong>Conference</strong>s, Reading, pp 99-107. Cheng, W., Yang, B., McLean, G. (2010) “Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role <strong>of</strong> knowledge management”, Journal <strong>of</strong> Business Research, Vol. 63, Iss. 7, pp 763-771. Cox, A. (2007) “Reproducing knowledge: Xerox and <strong>the</strong> story <strong>of</strong> knowledge management”, Knowledge Management Research & Practice, Vol 5, pp 3-12. Cruywagen, M., Swart, J., Gevers, W. (2008) “One Size Does Not Fill All – Towards a Typology <strong>of</strong> Knowledgecentric Organizations”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 6, Iss. 2, pp 101-110. Darroch, J. (2003) “Developing a measure <strong>of</strong> knowledge management behaviours and practices”, Journal <strong>of</strong> Knowledge Management, Vol 7, No. 5, pp 41-54. Evangelista, P., Esposito, E., Lauro, V., Raffa, M. (2010) “The Adoption <strong>of</strong> Knowledge Management Systems in Small Firms”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 8, Iss. 1, pp 33-42. Griffins, P., Remenyi, D. (2008) “Aligning Knowledge Management with Competitive Strategy: A Framework”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 6, Iss. 2, pp 125-134. Hall, M., Clegg, S. R., Sillince, J. (2008) “The Importance <strong>of</strong> Learning to Differentiate between “Hard” and “S<strong>of</strong>t” Knowledge”, Communication <strong>of</strong> <strong>the</strong> IBIMA, Vol 6, pp 67-74. KPMG (2003) Insights from KPMG’s <strong>European</strong> knowledge management survey 2002/2003, http://ep2010.salzburgresearch.at/knowledge_base/kpmg_2003.pdf accessed 06.03.11 Lehner, F., Haas, N. (2010) “Knowledge Management Success Factors – Proposal <strong>of</strong> an Empirical Research”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 8, Iss. 1, pp 79-90. Lucas, L.M., Ogilvie, D.T. (2006) “Things are not always what <strong>the</strong>y seem: How reputations, culture, and incentives influence knowledge transfer”, The Learning Organization, Vol 13, No. 1, pp 7-24. Nie, K., Ma, T., Yoshiteru, N. (2008) “Building a Taxonomy for Understanding Knowledge Management”, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 5, Iss. 4, pp 453-466. Nonaka, I, Takeuchi, H. (1995) The Knowledge-Creating Company, Oxford University Press, Oxford. Nurmi, R. (1999) “Knowledge-intensive firms”, In Cortada, J.W., Woods, J.A. (Eds), The knowledge management yearbook 1999-2000, Butterworth-Heinemann, Boston, pp 168-179. Pillania, R. (2008) “Strategic issues in knowledge management in small and medium enterprises”, Knowledge Management Research & Practice, Vol 6, pp 334-338. Rice J., Rice, B. (2005) “The applicability <strong>of</strong> <strong>the</strong> SECI model to multi-organisational endeavours: an integrative review”, International Journal <strong>of</strong> Organizational Behaviour, Vol 9, No. 8, pp 671-682. Saunders, M., Lewis, P., Thornhill, H. (2003) Research methods for business students, Pearson Education, Essex. Statistics Estonia (2011) Main Indicators http://www.stat.ee/main-indicators, accessed 06.03.11. Wenger E., McDermott, R., Snyder, W. (2002) Cultivating communities <strong>of</strong> practice, Harvard Business School Press, Boston. Tiago F., Tiago, M., Couto, J. (2009), “Assessing <strong>the</strong> Drivers <strong>of</strong> Virtual Knowledge Management Impact in <strong>European</strong> Firms’ Performance”, an Exploratory Analysis, The Electronic Journal <strong>of</strong> Knowledge Management, Vol 7, Iss. 2, pp 277-286. Valkokari, K., Helander, N. (2007) “Knowledge Management in Different Types <strong>of</strong> Strategic SME Networks”, Management Research News, Vol 30 No. 8, pp 597-608. Wong, K. Y., Aspinwall, E. (2005) “An Empirical Study <strong>of</strong> <strong>the</strong> Important Factors for Knowledge Management Adoption in <strong>the</strong> SME Sector”, Journal <strong>of</strong> Knowledge Management, Vol 9, No. 3, pp. 64-82. 282
Examining <strong>the</strong> Strategic Objectives <strong>of</strong> Implementing KM in <strong>the</strong> National Health Service (NHS) {Medway NHS and Medway Community Healthcare (MCH)} Isaac Enakimio and Abdallah Al-Shawabkeh University <strong>of</strong> Greenwich, London, UK isaac.enakimio@gmail.com aa14@gre.ac.uk, Abstract: In May 2010, following <strong>the</strong> election <strong>of</strong> <strong>the</strong> new coalition government <strong>the</strong>re were strong signals <strong>of</strong> change. These changes in <strong>the</strong> form <strong>of</strong> job cuts, pay freezes and organisational restructuring are constantly changing <strong>the</strong> shape <strong>of</strong> <strong>the</strong> economic sector <strong>of</strong> <strong>the</strong> UK. The most affected sector is <strong>the</strong> public sector and <strong>the</strong> top <strong>of</strong> that list is <strong>the</strong> National Health Service (NHS). The first two radical changes have been <strong>the</strong> abolition <strong>of</strong> <strong>the</strong> Primary Care Trusts (PCTs) and <strong>the</strong> introduction <strong>of</strong> <strong>the</strong> new General Practitioners (GP) consortia which is a Clinician led group that will assume <strong>the</strong> responsibility for healthcare needs and should fully be in place by 2013. Despite <strong>the</strong>se radical organisational changes, two issues have remained constant; 1. The objectives <strong>of</strong> <strong>the</strong> GP consortium and Community Healthcare services (i.e. Providers) this is to support patients better. 2. The need for <strong>the</strong> implementation <strong>of</strong> KM in <strong>the</strong> National Health Service and even beyond. In <strong>the</strong> Health Service Journal (HSJ), Ford (2010) quoted an unnamed chief executive pioneering <strong>the</strong> GP consortium idea as saying “Handing commissioning control to clinicians but maintaining primary care trusts to support <strong>the</strong>m would be <strong>the</strong> “dream ticket”, ra<strong>the</strong>r than abolition...” which is currently <strong>the</strong> case. This highlights <strong>the</strong> issue <strong>of</strong> managing knowledge within <strong>the</strong> NHS because a knowledge retaining system would help maintain stability in <strong>the</strong> provision <strong>of</strong> patient care through <strong>the</strong> transition and beyond. The earlier paper titled “The Status <strong>of</strong> Knowledge Management (KM) in Medway Primary Care Trust <strong>of</strong> <strong>the</strong> National Health Service (NHS)” (Enakimio, Al-Shawabeh, and Sharp, 2010) gives an inside knowledge <strong>of</strong> <strong>the</strong> organisation, how it fits into <strong>the</strong> overall plan for KM in <strong>the</strong> NHS as well as <strong>the</strong> current status <strong>of</strong> KM in <strong>the</strong> organisation. The paper dealt with <strong>the</strong> capability <strong>of</strong> Knowledge Management (KM) to assist <strong>the</strong> NHS in meeting its strategic objective <strong>of</strong> supporting patients better within <strong>the</strong> Medway community. However, <strong>the</strong> focus for this paper is examining <strong>the</strong> strategic objectives <strong>of</strong> implementing KM in NHS Medway (Commissioners) and Medway Community Healthcare (Providers) and continues from <strong>the</strong> earlier paper. The data collected from <strong>the</strong> earlier survey which was conducted in <strong>the</strong> different locations <strong>of</strong> <strong>the</strong> trust such as <strong>the</strong> hospices, hospitals, healthy living centres, <strong>of</strong>fices and clinics, was analysed using SPSS 16 to explore <strong>the</strong> challenges <strong>of</strong> implementing KM in <strong>the</strong> NHS to meet its strategic objectives. The aim <strong>of</strong> this paper is to examine <strong>the</strong> strategic objectives <strong>of</strong> implementing KM in <strong>the</strong> NHS and show <strong>the</strong> correlation between KM and <strong>the</strong> strategic objectives <strong>of</strong> this organisation. This paper provides a real example <strong>of</strong> possible strategies for implementing KM within Medway PCT, and evaluates how <strong>the</strong>se strategies could impact on <strong>the</strong> organisation and improve its performance. Keywords: Knowledge Management (KM), National Health Service (NHS) Medway Primary Care Trust (PCT), Strategic Health Authority (SHA), General Practitioner (GP) and Information Technology (IT) 1. Introduction The organisation had previously carried out a number <strong>of</strong> self-assessments, which recorded a general state <strong>of</strong> KM underperformance across <strong>the</strong> whole organisation and <strong>the</strong> need to work on getting a KM solution in place. Based on this evaluation, <strong>the</strong> challenge became <strong>the</strong> definition <strong>of</strong> a suitable approach to implement KM in <strong>the</strong> organisation and <strong>the</strong> realisation <strong>of</strong> <strong>the</strong> Strategic Health Authority’s (SHA) objectives for <strong>the</strong> implementation. In order to achieve this, <strong>the</strong> researcher set out to analyse <strong>the</strong> impact <strong>of</strong> KM on <strong>the</strong> SHA given objectives by understanding <strong>the</strong> contribution <strong>of</strong> <strong>the</strong> three CSF groups i.e. People and Culture, Processes, Information Technology in supporting KM in Medway PCT. The study attempted to answer <strong>the</strong> following questions: Q1 - What is <strong>the</strong> overall correlation between KM and <strong>the</strong> Strategic Objectives for Medway PCT? Q1.1 What is <strong>the</strong> correlation between ‘People & Culture’ factor and <strong>the</strong> Strategic Objectives for Medway PCT? Q1.2 What is <strong>the</strong> correlation between ‘Processes’ factor and <strong>the</strong> Strategic Objective for Medway PCT? 283
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Contents Title Author(s) Picture <s
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Abdallah Al-Shawabkeh, Alexander K<
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Knowledge Dynamics and Organisation
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Eckhard Ammann We distinguish three
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Eckhard Ammann quality dimension ar
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Eckhard Ammann The second cycle, Cy
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Figure 7: Supervised learning-by-do
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Identifying and Ranking the
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Manouchehr Ansari et al users <stro
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2.5 leadership and strategy Manouch
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Contextual Adaptive Visualization E
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A Framework for the</strong
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Leila Beig et al Additionally, Wei
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Experiential Knowledge Creation Pro
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4. Results and discussion Pavel Bog
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Table 2: Synthesis
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Strategies for Increasing Knowledge
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Camelia Burja and Vasile Burja Appr
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Adriana Schiopoiu Burlea With respe
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3.2 Discussions Adriana Schiopoiu B
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Simon Cadez and Vlado Dimovski with
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Why Should I Share my new ideas? Cu
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National Knowledge Management Strat
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Implementing a work-life balance cu
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The Influence of R
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2.1.2 Social capital Marguerite Cro
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creating new, added, essential qual
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Receive suggestions Compare suggest
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