The development of Knowledge Management theory in recent years has been largely dominated by disputes over what outcomes organizations might expect to achieve. There has also been some controversy as to the extent to which a business case can be made for adopting Knowledge Management strategies in public sector and non-profit organizations. However, it has become clear that different situations require different knowledge management strategies. The background to this paper is an empirical study by one of the authors into potential use of the Balanced Score Card as a vehicle to facilitate strategic Knowledge Management in a public sector company in Saudi Arabia.
|Title of host publication||Proceedings of ECKM 2008: the 9th european conference on knowledge management|
|Editors||D. Harorimana, D. Watkins|
|Place of Publication||Reading|
|Publisher||Academic Publishing Limited|
|Number of pages||10|
|Publication status||Published - 2008|