Hartley, Jean and Rashman, Lyndsay
(2010).
| URL: | http://www.cambridge.org/gb/knowledge/isbn/item560... |
|---|---|
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Abstract
In understanding how leadership has an impact on improvement, this chapter examines how leadership fosters and sustains knowledge creation and transfer through organisational and inter-organisational learning. The value of organisational knowledge for creating strategic advantage in firms is well established (Nahapiet and Ghoshal 1998; Nonaka 1994), but its importance for public organisations has been underemphasised in both the policy and academic literature until recently. since then, research has been undertaken in healthcare (Bate and Robert 2002; Nicolini et al. 2008) and in local government (Rashman and Hartley 2002; Hartley and Benington 2006). However, across all sectors, there has been realtively little research on the role of leadership in the creation and transfer of organisational knowledge (Lakshman 2008; Rashman et al. 2009). In this chapter, we unpack and examine the concept of knowledge and the role of leadership in organisational elarning, both conceptually and empirically.
| Item Type: | Book Section |
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| Copyright Holders: | 2010 Cambridge University Press |
| ISBN: | 0-521-19546-2, 978-0-521-19546-1 |
| Keywords: | municipal services; management |
| 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: | 36946 |
| Depositing User: | Beryl Ridgway |
| Date Deposited: | 22 Mar 2013 10:23 |
| Last Modified: | 07 Dec 2018 10:14 |
| URI: | http://oro.open.ac.uk/id/eprint/36946 |
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