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Organizational learning and knowledge in public service organizations: a systematic review of the literature

Rashman, L.yndsay; Withers, Erin and Hartley, Jean (2009). Organizational learning and knowledge in public service organizations: a systematic review of the literature. International Journal of Management Reviews, 11(4) pp. 463–494.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1111/j.1468-2370.2009.00257
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Abstract

This paper is a systematic review of the literature on organizational learning and knowledge with relevance to public service organizations. Organizational learning and knowledge are important to public sector organizations, which share complex external challenges with private organizations, but have different drivers and goals for knowledge. The evidence shows that the concepts of organizational learning and knowledge are under-researched in relation to the public sector and, importantly, this raises wider questions about the extent to which context is taken into consideration in terms of learning and knowledge more generally across all sectors. A dynamic model of organizational learning within and across organizational boundaries is developed that depends on four sets of factors: features of the source organization; features of the recipient organization; the characteristics of the relationship between organizations; and the environmental context. The review concludes, first, that defining ‘organization’ is an important element of understanding organizational learning and knowledge. Second, public organizations constitute an important, distinctive context for the study of organizational learning and knowledge. Third, there continues to be an over-reliance on the private sector as the principal source of theoretical understanding and empirical research and this is conceptually limiting for the understanding of organizational learning and knowledge. Fourth, differences as well as similarities between organizational sectors require conceptualization and research that acknowledge sector-specific aims, values and structures. Finally, it is concluded that frameworks for explaining processes of organizational learning at different levels need to be sufficiently dynamic and complex to accommodate public organizations.

Item Type: Journal Item
Copyright Holders: 2009 The Authors
ISSN: 1468-2370
Academic Unit/School: Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Faculty of Business and Law (FBL)
Research Group: Innovation, Knowledge & Development research centre (IKD)
Item ID: 36810
Depositing User: Beryl Ridgway
Date Deposited: 14 Mar 2013 09:29
Last Modified: 07 Dec 2018 13:18
URI: http://oro.open.ac.uk/id/eprint/36810
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