My presentation at ICICKM2018 in Cape Town, South Africa. 15th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning

1. KNOWLEDGE MANAGEMENT AND
HYBRID GOVERNANCE
Research Director Harri Laihonen, PhD
ICICKM Conference 2018 Cape Town, South Africa

2. AGENDA
1. 15 years of knowledge management research in five minutes
2. Knowledge management as a dialogue
3. 1 + 2 in the context of hybrid governance
4. In search of complementing theoretical explanations

3. Knowledge Value
RQ1: How is knowledge turned into value?
(together with various interest groups)
RQ2: Who manages, what and how?
RQ3: How our values evolve and
change how we interpret information?

4. Knowledge assets
What knowledge
assets our
objectives require?
Decision-making
What knowledge
are our decisions
based on?
NeededCurrent
Knowledge
processing
Knowledge
gathering
Objectives
individuals, organizations or
service systems
Laihonen, H., Lönnqvist, A. and Metsälä, J. (2015), “Two knowledge perspectives to growth management”, VINE, 45(4), 473-494.
TWO KNOWLEDGE PERSPECTIVES

5. SECRET RECIPE FOR KNOWLEDGE MANAGEMENT
Quality of the data
Knowledge
refinement
Management
model
Strategy
Laihonen, H. and Mäntylä, S. (2018), “Strategic knowledge management and evolving local government”, Journal of Knowledge Management, 22(1) , 219-234.

6. KNOWLEDGE MANAGEMENT
ENABLING PERFORMANCE DIALOGUE
https://www.researchgate.net/project/Performance-dialogue-in-public-management

7. KNOWLEDGE MANAGEMENT AS A DIALOGUE
Performance
information
Decision-making
Interpretation and
discussion
Simple, robots and AI will take care
in the future
Disagreement on 1) what to do, 2) how to
do and/or 3) how to evaluate success
Knowledge management as analytics
Knowledge management as a
multidimensional approach
Vrt. Van Dooren: Performance information in the public sector (2010)
Laihonen, H. and Mäntylä, S. (2017), “Principles of performance dialogue in public administration”, International Journal of Public Sector Management, 30(5), pp. 414-428.

8. “The development focus is turning from individual
organizations to horizontal service processes, meaning
that the unit of analysis needs to be changed.“
BUT, it is not that easy to forget the organizations and institutions…
Laihonen, H. and Mäntylä, S. (2018), “Strategic knowledge management and evolving local government”, Journal of Knowledge Management, 22(1), 219-234.

9. Project web site: http://hyper.uta.fi/ Project @Researchgate

10. #HYBRIDITY
• Two theoretical viewpoints:
• Institutional economics approaches them from the perspective of governance structures,
and sees hybrids between hierarchies and markets (e.g. Powell, 1990; Williamson, 1975;
Stark, 2009).
• Public administration theory discusses hybrids as something combining private and public
interests (e.g. Skelcher and Smith, 2015; Johanson and Vakkuri, 2017).
“ambiguous types of social organizing and manifests itself in institutional settings
where public and private organizations operate according to public interest”
(Johanson and Vakkuri, 2017).

11. shared ownership
goal incongruence and competing institutional logics
mixed ownershipvarious forms of financial and
social control mechanisms

12. Performance
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Performance
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Performance
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Photo: https://mapsights.com/south-karelia/pine-wood-in-finland/22499924

13. Photo: https://en.wikipedia.org/wiki/Lake

14. SUMMARY
• The discussion can be summarized into three arguments that provide the
basis for a research agenda to advance our understanding of knowledge
management for hybrid governance:
1. Knowledge management for hybrid governance requires a wider theoretical standpoint than
the dominant knowledge-based view.
2. The essence of knowledge management in hybrids lies in the dialogic interaction between
actors and in the recognition of mutual benefits.
3. New methods and data are needed for understanding and modelling the networks where
hybrids create value for different shareholders. (data scientists?)

15. THANK YOU FOR ENABLING PARTICIPATION TO
ICICKM

16. THANK YOU!
• Research director Harri Laihonen
• University of Tampere, Faculty of Management