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Producing organisational knowledge through innovation, performance and evaluation: the case of the public sector

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  • Dean Bartlett

Abstract

This paper aims to develop a number of theoretical propositions around the construction and use of knowledge in public sector organisations and is based on the outcomes of an in-depth qualitative empirical study consisting of 12 case studies of innovation in UK local government. It explores how the production of knowledge within the organisations studied depended upon links being made between innovation and performance and suggests that evaluation is one way in which such a link can be forged. The paper envisages a key role for users to engage with public sector organisations in helping to construct organisational knowledge and this is essential in the internationally emergent policy context, which draws together a concern for efficiency and performance with a focus upon governance and democratic renewal.

Suggested Citation

  • Dean Bartlett, 2003. "Producing organisational knowledge through innovation, performance and evaluation: the case of the public sector," International Journal of Business Performance Management, Inderscience Enterprises Ltd, vol. 5(4), pages 350-361.
    • Handle: RePEc:ids:ijbpma:v:5:y:2003:i:4:p:350-361
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