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Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks

Posted: 8 May 2006  

Rachael Addicott

University of London - Royal Holloway College - School of Management

Gerry McGivern

University of Warwick - Warwick Business School

Ewan Ferlie

King's College London

Abstract

There has been increased interest in the UK in network-based modes of organizing in the public services, as opposed to markets or hierarchies. One supposed advantage of the network form is a greater capacity for the transfer of evidence-based or 'best' practices across the network and accelerated organizational learning. Such networks may have a knowledge management role and stimulate the formation of 'communities of practice'. This article tests these arguments using data from a study of managed NHS cancer networks in London. The general pattern was for networks to concentrate on structural reconfiguration, while their knowledge management role remained marginal. Some alternative implications for future policy development are considered.

Suggested Citation

Addicott, Rachael and McGivern, Gerry and Ferlie, Ewan, Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks. Public Money & Management, Vol. 26, No. 2, pp. 87-94, April 2006. Available at SSRN: https://ssrn.com/abstract=889992 or http://dx.doi.org/10.1111/j.1467-9302.2006.00506.x

Rachael Addicott (Contact Author)

University of London - Royal Holloway College - School of Management ( email )

Egham
Surrey, Egham TW20 8DG
United Kingdom

HOME PAGE: http://www.rhul.ac.uk/Management/About-Us/academics/index.html

Gerry McGivern

University of Warwick - Warwick Business School ( email )

Coventry CV4 7AL
United Kingdom

Ewan Ferlie

King's College London ( email )

London
United Kingdom

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