All Outputs (5)

The adoption process in management innovation: A Knowledge Management case study (2016)
Journal Article
Rasmussen, L., & Hall, H. (2016). The adoption process in management innovation: A Knowledge Management case study. Journal of Information Science, 42(3), 356-368. https://doi.org/10.1177/0165551515625032

is based on the findings of a study that explores and discusses in depth a Knowledge Management programme that was introduced within a large distributed public sector agency in Europe. The aim of this research was to provide insight into the adoption... Read More about The adoption process in management innovation: A Knowledge Management case study.

Tracing the adoption of a management innovation labelled 'knowledge working' in a public sector agency in Scotland. (2015)
Thesis
Rasmussen, L. Tracing the adoption of a management innovation labelled 'knowledge working' in a public sector agency in Scotland. (Thesis). Edinburgh Napier University. Retrieved from http://researchrepository.napier.ac.uk/id/eprint/9166

This thesis investigates the process of adoption of management innovation in an organisational setting. It is based on primary research that explores and discusses in depth the introduction of a Knowledge Management programme (labelled ‘Knowledge Wor... Read More about Tracing the adoption of a management innovation labelled 'knowledge working' in a public sector agency in Scotland..

A KM implementation as management innovation: the impact of an agent of change. (2014)
Presentation / Conference
Rasmussen, L., & Hall, H. (2014, June). A KM implementation as management innovation: the impact of an agent of change. Paper presented at Information: interactions and impact (i3) 2015

This paper presents findings from an extensive study of a Knowledge Management (KM) programme within a large distributed public sector organisation. Here we conceive KM as a ‘management innovation’ (Birkinshaw, Hamel & Mol, 2005; Mol & Birkinshaw, 20... Read More about A KM implementation as management innovation: the impact of an agent of change..

Knowledge networking in a public service agency: contextual challenges and infrastructure issues. (2008)
Book Chapter
Davenport, E., & Rasmussen, L. (2008). Knowledge networking in a public service agency: contextual challenges and infrastructure issues. In T. K. Srikantaiah, & M. Koenig (Eds.), Knowledge Management in Practice: Connections and Context (445-462). Information Today, Inc

The chapter presents a study of knowledge networking in a public sector agency (PuSA) in the UK, where a number of knowledge management initiatives have been introduced since the inception of the UK ‘Modernising government’ programme of 1999. PuSa is... Read More about Knowledge networking in a public service agency: contextual challenges and infrastructure issues..

Initiating e-Participation Through a Knowledge Working Network (2006)
Conference Proceeding
Rasmussen, L., Davenport, E., & Horton, K. (2006). Initiating e-Participation Through a Knowledge Working Network. In R. Suomi, R. Cabral, J. F. Hampe, A. Heikkila, & J. Jarvelainen (Eds.), Project E-Society: Building Bricks. IFIP International Federation for Information Processing (96-108). https://doi.org/10.1007/978-0-387-39229-5_9

The authors present a study of e-participation within a public sector agency (PSA), where a number of knowledge management initiatives have been introduced since the inception of the UK 'Modernising government' programme of 1999. The agency has attem... Read More about Initiating e-Participation Through a Knowledge Working Network.