Managing knowledge across organizational and professional boundaries within public services

Public Money and Management

Volumn 26, Issue 2, 2006, Pages 83-84

  Currie, Graeme ^a  

^a UNIVERSITY OF NOTTINGHAM   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33644967513     PISSN: 09540962     EISSN: 14679302     Source Type: Journal    
DOI: 10.1111/j.1467-9302.2006.00504.x     Document Type: Editorial

References (6)

1. Bate, S. P. and G. Robert (2002), Knowledge management and communities of practice in the private sector: Lessons for modernizing the National Health Service in England and Wales. Public Administration, 80, 4, pp. 643-663.
2. Currie, G. and Suhomlinova, O. (2006), The impact of institutional forces upon knowledge sharing in the UK NHS: The triumph of professional power and the inconsistency of policy. Public Administration, 84, 1.
3. Hartley, J. and Allison, M. (2002), Good, better, best? Inter-organizational learning in a network of local authorities. Public Management Review, 4, 1, pp. 101-118.
4. Rashman, L. and Hartley, J. (2002), Leading and learning? Knowledge transfer in the beacon council scheme. Public Administration, 80, 3, pp. 523-542.
5. Robert, G., Hardacre, J., Locock, L. and Bate, S. P. (2002), Evaluating the Effectiveness of the Mental Health Collaborative as an Approach to Bringing About Improve merits to Admission, Stay and Discharge on Acute Wards in the Trent and Northern and Yorkshire Regions: An Action Research Project (Birmingham Health Services Management Centre, University of Birmingham).
6. Williams, P. (2002), The competent boundary spanner. Public Administration, 80, 1 pp. 103-124.