Designing a Knowledge Management System for Social Services Not-For-Profit Organisations

Introduction

This paper examines the design of a knowledge management (KM) system in a social service, not-for-profit organisation (SSNFPO) in Australia. Previous research has found that SSNFPOs often develop their own definitions of what KM means for their organisation and adopt a customised approach (Hume and Hume, 2008). The interesting challenge in designing a KM system for SSNFPOs is the difference in strategy between them and for-profit organisations (Bontis and Serenko, 2009). Whereas for-profits see KM as the cause of inter-firm differences in performance and profitability (e.g. see Mouritsen et al., 2001)., social enterprises see KM as helping achieve additional organisational priorities, particularly the sharing of best practice, advancing the body of knowledge associated with better quality social care, and societal benefits (e.g. see Guldberg et al., 2013). SSNFPOs are also increasingly trying to corporatize; which is being driven by changes in the hybridity of their mission, requiring them to be accountable to deliver both financial and social results (Battilana and Lee, 2014). This paper will present conceptual ideas about the impact of these changes on SSNFPOs’ KM in terms of their strategy and implementation.

SSNFPOs are organisations that tackle social problems, improve communities, people’s life chances, or the environment (Granados et al., 2017). There is an increasing need for more research to understand the characteristics of these organizations and the different strategies used to maximise their social and environmental impact (Granados et al., 2017). Research has revealed that social enterprises have a multi-bottom line covering economic, environmental and social goals; a multiple stakeholder dimension; and a broad financial perspective to focus on sustainability (Villeneuve-Smith, 2011). However, this creates tension between social and economic missions which SSNFPOs have addressed with unique values, identity, resource allocation, decision-making and management of capabilities (Stevens et al., 2015). Their approach to value creation focuses on sustainable solutions rather than sustainable advantages; which they try to do by empowering others (internally and externally), as opposed to the more traditional approach of scientific management (compliance and control) (Santos, 2012).

SSNFPOs, therefore, present a different way of doing business. Distinguishing characteristics of charities, for example, include staffing profile (more volunteers than paid workers) and their sources of revenue (more donation than fee-based) (Kilbourne and Marshall, 2005). This makes them vulnerable to economic cycles, and also less able to invest in knowledge management (Greenaway and Vuong, 2010). Directly applying for-profit KM principles to the SSNFPO context is not easy (Hume et al., 2012), and not necessarily appropriate. Failing to address these differences may adversely affect theory and practice (Greenaway and Vuong, 2010). Previous research has found that social enterprise KM often focuses on developing a sense of community, e.g. connecting teams with others who have faced similar tasks or projects; and less on technology or strategy (Ragsdell et al., 2014). Social enterprises rely upon the experience and skills of their staff and volunteers to deliver their services or products rather than tangible assets, such as technology (Lettieri et al., 2004). That KM system design for SSNFPOs, therefore, may require a person-centred approach to KM. These issues are explored in an exploratory case study which develops conceptual ideas surrounding KM design for not-for-profit organisations. The paper continues with a brief literature review; followed by the study context – case study organisation, problem conceptualisation, and methodology; then the results and discussion; and a conclusion.