The past few decades have witnessed a dramatic expansion of management education, consulting, and the formalization of management practice, with a widespread diffusion of management ideas across sectors and continents. This book describes and analyzes this worldwide flow of management ideas and the key carriers of these ideas.

​This book introduces the application of knowledge management (KM) theories, practices, and tools in school organization for sustainable development. Schools in Asia Pacific have long faced a variety of challenges in terms of sustainable development under the education reforms and curriculum reforms to meet the demands of a knowledge society. Schools are inevitably expected to develop human capital for the knowledge society within the competitive global economy, and to interact with its policy environment and know how to leverage pedagogical knowledge. The high speed of expansion change and expansion of knowledge have dramatically influence the development of flexibility of teacher and school works. The nature of teacher work becomes increasingly less routine, more analytical, and disruptive yet often come with a sense of urgency and need to be more collaborative. Teachers not only require data and information, but also knowledge and experience of individual, they also need to collaborative task execution, decision making and problem solving. Helping school leaders and teachers to manage their knowledge and become “know how” to cope with the change is important.

While the implementation of evidence-based medicine guidelines is well studied, there has been little investigation into the extent to which a parallel evidence-based management movement has been influential within health care organizations. This book explores the various management knowledges and associated texts apparent in English health care organizations, and considers how the local reception of these texts was influenced by the macro level political economy of public services reform evident during the period of the politics of austerity. The research outlined in this volume shows that very few evidence-based management texts are apparent within health care organizations, despite the influence of certain knowledge producers, such as national agencies, think tanks, management consultancies, and business schools in the industry. Bringing together the often disconnected academic literature on management knowledge and public policy, the volume addresses the ways in which preferred management knowledges and texts in these publicly funded settings are sensitive to the macro level political economy of public services reform, offering an empirically grounded critique of the evidence-based management movement.

Strategic Management in Public Services Organizations sets out to connect the two traditionally disparate academic literatures of public management and strategic management. The authors argue that some models of strategic management are now of enhanced relevance for contemporary public services organizations, especially when considering successive New Public Management reforms. This observation has important consequences for the requisite work practices, skills and knowledge bases of current public managers, as they are increasingly being asked to act as strategic as well as operational managers. Strategic Management in Public Services Organizations takes a strongly comparative and international perspective in addressing the fundamental issue of strategic management within diverse public administrative traditions. The impact of strategic management on the performance of public agencies is examined and it is argued that the appropriate use of strategic management models depends on the politico-administrative and cultural contexts of the public services organization in question, concluding that there is no single best way to strategically lead public organisations. This is an advanced textbook aimed at the postgraduate level, particularly students on MPAs and MBAs with a public sector option or MScs in Public Policy and Public Management.

The field of knowledge for development now occupies a top position on the agenda of all Asian governments as well as large development organizations. This book reflects this mega-trend of development towards KBEs (Knowledge Based Economies). For this 2nd edition all chapters have been thoroughly edited and data, tables and graphs have been updated to reflect the latest available statistics. Trends have been re-evaluated and adjusted to reflect recent developments in the fast-moving scene of knowledge governance and knowledge management.

Knowledge management is crucial to organizational learning, innovation and success within organizations. The Second Edition of the successful knowledge management reader provides a core source of key theoretical thinkers in the field and presents the most up-to-date leading-edge articles that explore emerging trends. A comprehensive introduction places these readings in context and draws together key strands across the field. The new reader includes new and revised chapters as well as newly authored material, to provide students with a current resource that enables the study of knowledge management from a variety of perspectives. Theoretical work and engaging case studies place knowledge management in the context of an emerging global economy.

Management ideas, and their associated applications, have become a prevalent feature of our working lives. While their focus is familiar, such as efficiency, motivation, and improvement, they range from specific notions such as activity-based costing, to broad movements like corporate social responsibility. This Handbook brings together some of the latest research from leading international scholars on how management ideas are produced, promoted, and adapted, and their effects on business and working practices and society at large. Rather than focusing on specific management ideas, this volume explores their key socio-political contexts and channels of dissemination, and is organized around four core overlapping themes. The first section sets out the research field in general, in terms of both an overall system and of different perspectives and research methods. The second section explores the role of different actors and channels of diffusion, including the consumers and producers of management ideas and 'new' media, as well as traditional players in the management ideas field such as consultancies and business schools. The third section focuses on specific features or dynamics of the management ideas system, such as their adoption, evolution, institutionalisation, and resurgence, while in the final section, critical and new perspectives on management ideas are examined, highlighting specific socio-political contexts and the possibility of alternative ideas and forms of critique. With a broad range of perspectives represented, this Handbook provides a comprehensive, authoritative, and enduring resource for those studying management, innovation, and organizational change, as well as for those working in the management ideas industry.