Organizational maturity in public organizations and knowledge management

被引：2

作者：

Lemay, Lilly ^{[1
]}

Bernier, Luc ^{[1
]}

Rinfret, Natalie ^{[1
]}

Houlfort, Nathalie ^{[2
]}

机构：

[1] ENAP, Montreal, PQ, Canada

[2] UQAM, Fac Sci Humaines, Dept Psychol, Mexico City, DF, Mexico

来源：

CANADIAN PUBLIC ADMINISTRATION-ADMINISTRATION PUBLIQUE DU CANADA | 2012年 / 55卷 / 02期

关键词：

LEADERSHIP; EXPLOITATION; EXPLORATION; LEARN;

D O I：

10.1111/j.1754-7121.2012.00223.x

中图分类号：

C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;

摘要：

Mass retirements from the public service and non-renewal of roughly half the workforce create challenges both for the intergenerational transfer of knowledge and knowledge management more generally. This article reviews the literature on organizational learning, learning organizations and intelligent organizations, concluding that these concepts are not well linked together. It reports on findings from interviews with 50 executives from the Quebec public service, which create a portrait of knowledge management and transfer practices and how they could be improved. The article then develops a model of organizational maturity in five phases, based on these findings, linking the concepts of organizational learning, learning organizations and intelligent organizations.

引用

页码：291 / 314

页数：24

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