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Improving Municipal Information and Knowledge Management Capabilities: Case Study

Author

Listed:
  • Jean-Pierre Booto Ekionea

    (Accounting Department, University of Moncton, 18, Antonine-Maillet St., Moncton (NB) E1A 3E9, Canada)

  • Gérard Fillion

    (Accounting Department, University of Moncton, 18, Antonine-Maillet St., Moncton (NB) E1A 3E9, Canada)

  • Vivi Koffi

    (Accounting Department, University of Moncton, 18, Antonine-Maillet St., Moncton (NB) E1A 3E9, Canada)

Abstract

This study aims to better understand the process of knowledge management capabilities (KMC) development at the municipal context to assess its impact on organisational performance. This process is a part of the organisational learning school that promotes organisational learning processes and knowledge accumulation that could be spread over time and in different levels of maturity. Thus, using the KMC maturity model (KMCMM) which has five levels of maturity, this study helps to better understand the phenomenon of KMC in the municipal context.

Suggested Citation

  • Jean-Pierre Booto Ekionea & Gérard Fillion & Vivi Koffi, 2012. "Improving Municipal Information and Knowledge Management Capabilities: Case Study," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 11(04), pages 1-21.
  • Handle: RePEc:wsi:jikmxx:v:11:y:2012:i:04:n:s0219649212500232
    DOI: 10.1142/S0219649212500232
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    References listed on IDEAS

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    1. Robert A. Burgelman, 1988. "Strategy Making as a Social Learning Process: The Case of Internal Corporate Venturing," Interfaces, INFORMS, vol. 18(3), pages 74-85, June.
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