Knowledge Management Strategy in the Non-profit Sector: A Case Study at a UK Heritage Site

摘要

The purpose of this article is to explore knowledge management strategy in a large heritage site that is heavily dependent on volunteers. A single site case study approach was utilised and rich qualitative data was generated by interviews with departmental managers. The results of the research suggested that a strong culture of knowledge sharing existed at the site and that it was broadly supportive of the knowledge management strategy. Tacit knowledge was shared extensively within and across volunteer groups and there was evidence of the operation of communities of practice. The outcome of these processes was substantial individual and organisational learning. However, knowledge sharing by managers with volunteers was more prescriptive in some outdoor roles. Managers were also mindful of the need for consistency and accuracy in the knowledge shared with volunteers in order to ensure the provision of a uniform service to the public that was consistent with organisational values. An initiative to promote a volunteer intranet was however less successful.