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Measuring the Value of Knowledge Management Practices at Government Research and Development Centers Open Access

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During the last decade, many US government research and development (R&D;) centers adopted some type of knowledge management (KM) program, either as a formal requirement or as part of a KM strategy to drive efficiency, improve productivity, and remain competitive. Many of these organizations implemented KM strategies within their greater organizational strategies, and many of the KM practices associated with those strategies required similar tools and processes. However, some of the KM strategies provided only integration of analytics and records management (explicit knowledge), while others included values-based observations, culture change, and sharing of information (tacit knowledge). As a result, KM implementation within the government sector has faced challenges. This study evaluated productivity, as measured by publication and patent rates, at three government research and development (R&D;) centers before and after implementation of KM practices. The study determined if there was a statistically significant relationship between the adoption of KM practices and productivity. From the outset, numerous R&D; center candidates were asked to participate in the study. Many candidates responded with various levels of engagement. In the end, three centers provided the necessary support and information needed to complete the study. Out of respect for the centers that were not chosen, the three centers used in the study remain anonymous.

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