Shuhua Monica Liu
ABSTRACT
Effective knowledge sharing and collaborations among public servants enhances the collective innovation capability of the government. Taking a grounded approach, this study investigated what shapes fieldworkers' collaboration when government operation goes mobile? Building on empirical data, the study argues that although the use of mobile technology in government operations do improve the speed of communication and the efficiency of government operations, there are still challenges public sectors need to address before moving forward.
- Anttiroiko, A.-V. Towards Ubiquitous Government: The Case of Finland. e-Service Journal, 4 (1)(2000). 65--99.Google Scholar
- Argote Linda and Paul Ingram Knowledge transfer: A basis for competitive advantage in firms. Organizational behavior and human decision processes, 82(1) (2000): 150--169.Google Scholar
- Argote, Linda, Bill McEvily and Ray Reagans, Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Science, 49(4)(2003):571--582. Google ScholarDigital Library
- Bechky B. Sharing meaning across occupational communities: the transformation of understanding on a production floor. Organization science. 14(3) (2003):312--330 Google ScholarDigital Library
- Cabrera, Angel and Elizabeth F. Cabrera Knowledge sharing dilemma. Organization Studies, 23(5)(2002): 687--710.Google ScholarCross Ref
- Capra, L., Blair, G. S., Mascolo, C., Emmerich, W. and Grace, P. Exploiting Reflection in mobile computing middleware. ACM SIGMOBILE Mobile Computing and Communications Review, 6 (4). 34--44. Google ScholarDigital Library
- Davenport, Thomas H. and Prusak, Laurence, Working knowledge. Boston, Massachusetts: Harvard Business School Press. 1997Google Scholar
- Drucker, P. F. Knowledge-worker productivity: The biggest challenge. California Management Review, 41(1999): 79--94.Google ScholarCross Ref
- Hislop, Donald. Mission impossible? Communicating and sharing knowledge via information technology. Journal of Information Technology, 17 (2002), 165--177.Google ScholarCross Ref
- Liu, Shuhua (Monica). Knowledge sharing: Interactive process between organizational knowledge sharing initiative and Individuals' sharing practice. In Ettore Bolisani (ed.) Building the Knowledge Society on the Internet: Sharing and Exchanging Knowledge in Networked Environments. Hershey, PA: IDEA Group Inc. 2008Google Scholar
- Ipe, Minu Knowledge sharing in organizations: A conceptual framework. Human Resource Development Review, 2(4)(2003): 337--359.Google ScholarCross Ref
- Kelloway E. Kevin and Julian Barling Knowledge work as organizational behavior. International Journal of Management Review, 2(3) (2000): 287--304.Google ScholarCross Ref
- Kushchu, I. and Kushchu, H., From E-Government to MGovernment: Facing the Inevitable. in Third European Conference on E-Government (ECEG), (Dublin, Ireland, 2003, Trinity College.Google Scholar
- Nanaka, I. and Takeuchi, H. The knowledge creating company: How Japanese companies create the dynamics of innovation. Oxford: Oxford Press. 1995Google Scholar
- Nanaka, I. A dynamic theory of organizational knowledge creation. Organization Science, 5, 1, (1994), 14--37.Google Scholar
- Orlikowski, W. J. and Robey, D. Information Technology and the Structuring of Organizations. Information Systems Research, 2 (2)(1992):143--169Google ScholarDigital Library
- Pritchard Craig. Know, learn and share! The knowledge phenomena and the construction of a consumptive-communicative body. In: Pritchard C, Hull R, Chumer M, Willmott H. (ed.) Managing knowledge: critical investigations of work and learning. London: MacMillan Press. 2000.Google Scholar
- Polanyi, M. Knowing and being. London: Routledge and Kegan Paul. 1969Google Scholar
- Polanyi, M. The tacit dimension. New York: Doubleday & Company Inc. 1966Google Scholar
- Scarbough, H., Swan, J. and Preston, J. knowledge management: A literature Review. London: Institute of Personnel and Development. 1999Google Scholar
- Scholl, H. J., The mobility paradigm in electronic government theory and practice: A strategic framework. in Euro Mobile Government (Euro mGov) Conference, (Brighton, UK, 2005), ICMG, 1--10.Google Scholar
- Scholl, H. J., Organizational transformation through e-Government: Myth or Reality? in 4th International Conference EGOV05, (Copenhagen, Denmark, 2005), Springer-Verlag, 1--11. Google ScholarDigital Library
- Snyder, M. and Cantor, N. Understanding personality and social behavior: A functionalist strategy. In D. Gilbert S. Fiske and G. Lindzey (eds.) The Handbook of social psychology. Vol 1, p635--679. Boston: McGraw-Hill. 1998Google Scholar
- Storey, J. and Barnett, E. Knowledge management initiatives: Learning from failure. Journal of knowledge management, 4, 2 (2000) 145--156.Google Scholar
- Tsoukas, Chia and Robert Chia, On organizational becoming: Rethinking organizational change. Organization Science, 13(5)(2002): 567--582. Google ScholarDigital Library
Index Terms
- What shapes fieldworkers' knowledge sharing when government operation goes mobile?
Recommendations
What Shapes Global Diffusion of e-Government: Comparing the Influence of National Governance Institutions
Prior research has established the existence of a differential between industrialized and other countries for e-Government diffusion. It attempts to explain this divide by identifying economic and technical variables. At the same time, the role of ...
Understanding e-government (G2C) in the knowledge society
Governments are investing heavily both politically and financially in the knowledge society as a route to economic growth and international competitiveness. Web technology provides an efficient, cost-effective platform for national knowledge management, ...
Comments