ABSTRACT
The underpinning hypothesis of the research presented in this chapter is the view that making knowledge management (KM) work in the public sector requires a leap of faith for all those involved. It also requires some degree of shared conviction at all levels of the organisation, but most critically at senior levels, that knowledge, both tacit and explicit can be transferred and shared profitably through the generation of new knowledge. It is through this process that real value may accrue in terms of leveraging the capacity of an organisation to be both effective and innovative in their area of operation.
