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Critiquing the Knowledge Management: Strategies of Non-profit Organizations in Australia
Renshaw, Sharyn Krishnaswamy, Girija
Renshaw, Sharyn
Krishnaswamy, Girija
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Abstract
Non-profit organizations are identified as knowledge intensive. This qualification, coupled with a range of environmental forces exerted by both the public and for-profit sectors have irrevocably changed the landscape within which the not-for profit sector works, and its consequent functioning. Non-profit organizations, faced with an increasingly competitive environment, require adoption of a strategic approach to ensure sustainability, part of which requires strategic management of their knowledge assets.
Debowski’s model of Knowledge Development is presented as a framework for examination of the level of conscious adoption of Knowledge Management strategies of the non-profit sector in Australia. Though competing with the for-profit sector, it will be argued that the uniqueness of non-profit organizations prevents them from directly adopting strategies used by the for-profit sector. Consequently, not only do strategies need to be tailored to suit the nuances of the non-profit sector, a number of external stakeholders, more specifically the public (Government) and for-profit sector, need to directly contribute to the development of non-profit sector’s capacity in this area. It is argued that these contributions are required, as both the public and for-profit sectors create significant barriers for such development, and that non-profit sector should be supported because of their significant economic and societal contributions.
Keywords
Business Information Management, Information Services
Date
2009
Type
Conference item
Journal
Proceedings of World Academy of Science, Engineering and Technology
Book
Volume
Issue
Page Range
456-464
Article Number
ACU Department
Peter Faber Business School
Faculty of Law and Business
Faculty of Law and Business
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Relation URI
DOI
Event URL
Open Access Status
Open access
License
File Access
Controlled