THE LIMITS OF KNOWLEDGE MANAGEMENT FOR UK PUBLIC SERVICES MODERNIZATION: THE CASE OF PATIENT SAFETY AND SERVICE QUALITY

Authors

  • GRAEME CURRIE,

    1. 1 Graeme Currie is in the Business School, 2Justin Waring is in the School of Sociology and Social Policy, and 3Rachael Finn is in the Institute for Science and Society, University of Nottingham.
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  • 1 JUSTIN WARING,

    1. 1 Graeme Currie is in the Business School, 2Justin Waring is in the School of Sociology and Social Policy, and 3Rachael Finn is in the Institute for Science and Society, University of Nottingham.
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  • and 2 RACHAEL FINN 3

    1. 1 Graeme Currie is in the Business School, 2Justin Waring is in the School of Sociology and Social Policy, and 3Rachael Finn is in the Institute for Science and Society, University of Nottingham.
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Abstract

This article assesses the contribution of management of knowledge across organizational and professional boundaries towards improved public services. We empirically investigate the potential for knowledge sharing within the context of the NHS modernization agenda, taking as our focus the current ‘patient safety’ policy agenda. Specifically, we evaluate the introduction of a knowledge management system, namely the National Reporting and Learning System (NRSL) and its impact in the area of operating theatres within a university teaching hospital. We suggest that government policy in this area needs to reflect more upon limits to the management of knowledge and issues of the nature of knowledge, professional cultures and institutional power and politics.

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