Not-for-Profit (NFPs) organizations operate in an increasingly competitive marketplace for funding, staff and volunteers, and donations. Further, NFPs, both in Australia and internationally, are growing rapidly in number in response to increasing needs for humanitarian services and environmental sus-tainability that local and national governments and established international aid organizations cannot or struggle to provide effectively. Many NFPs are being driven to adopt more commercial practices in order to improve their donor appeal, government grant applications, staff/volunteer retention, and service delivery. Knowledge Management (KM) is one such "corporate" practice being explored to address the increasingly competitive environment. Although the concept of knowledge management may be basically understood in NFPs, researchers and NFP managers are yet to explore and fully understand the complex inter-relationships of organizational culture, ICT, internal marketing, employee engagement, and performance management as collective enablers on the capture, coordination, diffusion, and renewal of knowledge in a NFP environment. This chapter presents research into the relationship of KM with those enabling elements and presents an implementation model to assist NFPs to better understand how to plan and sustain KM activity from integrated organisational and knowledge worker perspectives. The model emphasises an enduring integrated approach to KM to drive and sustain the knowledge capture and renewal continuum. The model provides an important contribution on "how to" do KM.
|Title of host publication||Organizational Culture and Behavior|
|Subtitle of host publication||Concepts, Methodologies, Tools, and Applications|
|Publisher||IGI Global Publishing|
|Number of pages||21|
|ISBN (Print)||1522519130, 9781522519133|
|Publication status||Published - 10 Feb 2017|