Presentation Details

The Fourth International Conference on Knowledge, Culture and Change in Organisations

Developing Organisational Knowledge In The Public Sector: A Case Study of Local Government Innovation

Dean Bartlett.

Drawing from literature in the areas of public sector innovation, social entrepreneurship, knowledge management and management development, the paper presents a case study describing the evolution of a new approach to management development which uses a work-based learning project as a vehicle for organisational learning. The case study describes how the current policy context of public service reform, both internationally and within the UK, necessitates the transformation of public sector institutions into knowledge-based organisations and it outlines how this can be achieved through public entrepreneurship. In order to facilitate this, a leadership development programme was designed to equip public sector managers with the necessary skills and know-how to develop and implement public service innovation projects. The programme involves the construction of a detailed knowledge base of the needs of local socially-excluded communities which is achieved through a primary consultation exercise and community profiling techniques. This knowledge base is then used to design innovative responses in the delivery of public services to meet those needs. The paper goes on to discuss how the knowledge management strategies adopted in public sector innovation projects can be harnessed in such a way as to challenge the social inequalities evidenced in much of Western society through the type of social innovation and entrepreneurship which is required in any modern public service. The programme design and learning strategies adopted in its delivery are described and the links between public sector innovation, social entrepreneurship, knowledge management and learning are developed.


Dean Bartlett  (United Kingdom)
Deputy Director
Management Research Centre, Department of Management and Professional Development
London Metropolitan University

Dean Bartlett is Deputy Director of the Management Research Centre in the Department of Management and Professional Development at London Metropolitan University where he runs the MA in Managerial Psychology and is involved in a number of research and consultancy projects. He specialises in organizational psychology and has published numerous journal articles, books and book chapters. His research interests include cognitive self-regulation, stress, the management of performance, innovation and change and qualitative research methods.

  • innovation
  • knowledge management
  • public sector
  • social entrepreneurship
  • management development

(30 min. Conference Paper, English)