Public sector organisations in emerging economies could improve their performance and resilience by taking a more systematic approach to knowledge management, according to a review in the International Journal of Business Excellence.
The review examined research into how government institutions create, share and retain knowledge. It also considered why these practices are important to the institutions’ ability to deliver their services, adapt to change, and withstand disruption. The main conclusion is that effective knowledge management should not be considered as a peripheral administrative exercise, but must be seen as an essential strategic component of governance.
Knowledge management refers to the systematic processes through which organisations generate, store, and use knowledge. This includes policy documents, reports, and databases. It also includes tacit knowledge, the experience, skills, and judgement of individual members of the institution. In the public sector, much of this kind of tacit knowledge can be lost through staff turnover and political change if it is not deliberately captured and shared in a timely manner.
Across the research papers covered in this IJBE review, there is strong evidence that public organisations that invest in knowledge management perform better. They are more able to innovate, they can respond more effectively to new social and economic challenges, and they can maintain continuity during periods of political and social upheaval. This kind of institutional resilience is strengthened by effective knowledge management.
However, the review also shows that too many public bodies rely on informal or fragmented approaches to knowledge management. This tends to limit its long-term impact. The underlying problem is often inadequate technological infrastructure. If the digital platforms for storing information and enabling collaboration are not present, then there is no functionality within the institution to allow for effective knowledge management. In addition, cultural and organisational barriers often stymie efforts to share knowledge in institutions with rigid hierarchies and siloed departments, and low levels of trust among employees in different areas within the institution.
Good leadership is the decisive factor in overcoming these various obstacles. Indeed, the review found that ethically inclined and committed leaders who actively promote collaboration and learning can embed knowledge management into everyday practice. Technology helps but human factors such as motivation and skills can make all the difference.
Yshikawa-Arias, J.F. and Arana-Barbier, P.J. (2025) ‘Knowledge management in the public sector of emerging economies: a literature review’, Int. J. Business Excellence, Vol. 38, No. 6, pp.1–21.