ABSTRACT Purpose To describe the implementation of knowledge management in health and social care organisations, as assessed by managers. Design/Methodology/Approach A descriptive cross‐sectional study was used. Data were collected from all eligible managers of six Finnish public health and social care organisations ( N = 649) using an electronic version of the Managers' Competence in Knowledge Management (MCKM) instrument in February and August 2022. The data included responses from 116 managers and were analysed using descriptive statistical methods. Findings Almost half of the managers reported that their organisations did not allocate sufficient resources to knowledge management or systematically map and assess staff competence, even though knowledge development was mentioned in almost all of the organisations' strategies. The results indicated a statistically significant difference between the work area and the clear definition of responsibilities in knowledge management and the utilisation of data to assess staff competence. In addition, a statistically significant difference was observed in the health and social care sector and between organisations' allocation of sufficient resources to knowledge management, the clear definition of responsibilities in knowledge management, and the systematic mapping of staff competences. The most used staff competence development methods included student mentoring, discussions, and familiarisation, while the least used were peer evaluation and study circles. Originality/Value The results help identify weaknesses in the implementation of knowledge management, enabling more efficient resource allocation and competency development to improve organisational performance and ensure success.
Karsikas et al. (Mon,) studied this question.