Index – Records Management and Knowledge Mobilisation

Index

0-9, and symbols

2004 initiative, 3, 5, 6, 28, 29, 149

A

accountability, 45–7, 76, 158–9, 184, 187, 192–3, 255
and delivery, 9
and governance, 249–50, 254–5, 259–60
and interests, 127
and knowledge strategy, 167
and records management, 6, 10, 15, 32, 69, 80
and value, 173, 188
action, design view, 92
adult social care, 34, 123, 205–7
Advisory Commission on Misuse of Drugs, 149–150
after-action reviews, 225–6
antisocial behaviour, 34, 42, 125, 157, 173
appraisal, 246–7
appropriateness, logic of, 100–1, 106
ARMA International, 259

B

behaviour change, 9, 26, 34, 42, 73, 117, 135, 146, 164, 204, 207, 208, 211, 248, 261
and knowledge, 199–202, 204, 207–8
and norms, 51, 61, 63, 74, 85, 98, 100–1
behavioural dimension, 76–7, 80, 88
boundary setting, 200–1
bounded rationality, 109
British Broadcasting Corporation, 186
British Standards Institution, 182
brokering, 19, 123, 134, 136, 207, 211, 227, 233–4
business alignment, 211–15
business classification scheme, 106, 108, 111
business processes, 33, 69, 72, 96, 156, 196

C

Cabinet Office, 186
capabilities, 158–9, 167, 205, 207, 248
Chartered Institute of Public Finance and Accountancy, 249
Christakis, N., 134, 164
civil service, 13, 25, 47, 97, 147
co-production, 9, 20, 30, 43, 46, 122, 155, 160, 187, 188
codebook, 49, 59–62, 64, 65, 66, 113, 131, 223, 239
codes of practice, 258–9
codification, 16, 160, 163, 264
collaboration, 32, 36, 80, 88, 105, 123, 125, 152, 156, 158, 161, 163–4, 178, 187, 188, 189, 191–2, 197, 237–43
communities, 41, 43, 122, 130, 157, 186, 192
of records, 240–1
role in delivery, 9, 38, 62, 192
communities of action, 136, 163
communities of interest, 163, 220
communities of practice, 17, 61, 81, 135–6, 159, 160, 162, 228–9, 223, 233, 235, 239
community budgets, 32
community regeneration, 16, 32, 136, 160, 163
competing public values, 188, 191, 197
Competing Values Framework, 189–91
compliance, 3, 5–6, 15, 29, 70, 104, 173, 177, 178, 181, 188, 192, 209, 241, 255
connections, 18, 20, 21, 58, 62, 114, 131, 134–5, 152, 160, 230–1, 232, 234–5, 250, 256–7
consensus, 126, 130
logic of, 106–7, 95, 111, 128, 132, 165, 188
consequentiality, logic of, 100–1, 106
consultation, 111, 254
corporate memory, 13, 16, 51, 58, 67, 70, 83, 85, 104, 137
Cowan, R., 60–1

D

decision-making, 6, 20, 54, 82, 96, 108–9, 151, 178, 183, 250, 255
design model, 75, 80–82
perspectives, 93–4
key features, 93
design views, 83–92
dialogue, 20, 61, 116, 120, 125, 129, 130, 131, 140, 167, 187, 235, 237, 253, 255
logic of, 129–30, 131, 132, 165, 188
directive knowledge, 161
discount rates, 165, 246
DoD 5015.2, 177

E

economy, 170, 180–2
effectiveness, 107, 170, 173, 186, 188, 189
efficiency, 119, 167, 170, 173, 177, 182–6, 188
allocative, 185
in records management processes, 177
organisational, 30–1, 107
technical, 184
electronic records management, 150
benefits, 6
users, 11, 80, 164
public service reform, 3–4
EDRM systems, 44, 180, 237, 241, 242
business cases, 172–4
implementation, 89, 90, 106
and social media, 163
Ellis, David, 56
embedded knowledge, 54, 59, 101, 128, 157, 221
embodied knowledge, 56, 59, 62, 65, 221
encoded knowledge, 55, 59, 60, 61, 113, 128, 131, 191, 221
energy policy, 34, 42, 130, 131, 261
entitlement clashes, 140, 167, 188, 202, 220
Ethical Practice, Statement of, 259
evidence, 19, 20, 33, 74, 78, 85, 92, 109, 132, 138, 191, 192, 251, 255, 256
and blame, 151
and records, 15, 52, 71, 75, 108–90
evidence-based policy, 5, 6, 19, 103, 149, 150–3, 162, 166, 183
experiential knowledge, 160
expert knowledge, 160

F

framing, and archives, 247
and information management, 247
and innovation, 124–5, 132
and knowledge architectures, 153, 155–6
and schemas, 106–7, 109–10
and social learning, 136
framing clashes, 140, 166, 188, 202
Function-Behaviour-Structure design, 89–91, 208
functional analysis, 33, 53, 68–9, 71
fileplan, 17, 103, 106
as knowledge structure, 63, 106
functional dimension, 76, 80, 88
functions, 4, 5, 9, 10, 21, 27, 51, 70, 108, 129, 146, 158, 185, 250, 256

G

gap analysis, 208–9
Gero, John, 89
governance, 11, 45, 48, 87, 97, 114, 116, 130, 138, 140, 152–3, 160, 167, 202, 249, 254–5
Government 2.0, 40
government, changing role, 9, 27
as institution, 95–7

H

healthcare, 19, 29, 33, 34, 62, 72, 99, 129, 137, 152, 154–5, 159
horizon scanning, 236
hyperframes, 239

I

ideas, 19, 20, 60, 64, 71, 73, 74, 85, 92, 101, 118, 110, 124–6, 135, 255
and change, 8, 11, 100, 113, 118, 119, 122, 128, 129, 134, 166
iKRS, 21, 146, 151, 152, 173, 192, 195–211, 214, 220, 227, 236
impact measures, 209, 215–16
incentives, 34, 64, 98, 119, 126, 156, 164, 184, 211, 221
individuals, 41, 58, 100–1, 106, 111, 131, 135, 164, 231–2
mental models, 103, 107
information, as physical entity, 55
and regulation, 6, 11
regulation of, 112, 251
as cognitive process, 56
information access, 98, 176, 202, 237, 251, 260
government data, 38, 46, 48, 242
performance, 176, 183
rules for, 70, 105, 240, 242
Information and Records Management Society, 13
information audit, 91
information governance, 5, 7, 14, 21, 32, 70, 83, 85, 88, 105–6, 192, 238
information management, 13, 21, 177, 180, 182, 211, 220, 246, 247
and innovation, 96
models, 58, 69
and regulation, 96–7, 114
and records, 53
turn to, 14–15, 178, 246
innovation, 19, 33–4, 37, 52, 167, 231, 242
barriers to, 122–3, 132
and change, 61, 75, 189
characteristics, 118–19
and creativity, 120–1, 189
design view, 86
key principles, 140–1
and knowledge, 16, 20, 55, 96, 116, 129, 134–5, 137–8, 160
models, 121–2
tension with regulation, 6, 33, 41, 167, 187
and records, 6, 7, 97, 114, 128
institutional knowledge, 161
institutional rules, 7, 51, 59, 67, 70, 74, 83, 95, 98–100, 116, 140
institutions, 20–1, 36, 41, 70, 96, 103, 105, 106, 112, 191, 247, 259
change in, 100, 101, 104, 107, 117
elements, 98
logics, 100–1, 117
and knowledge, 124, 131, 157
regulatory role, 97–101
interests, 35, 45, 73, 74, 76, 102, 105, 117, 126, 127, 133, 134, 137, 241, 249
and governance, 101, 138, 187, 201
and knowledge, 20, 21, 34, 51, 64, 74, 92, 140, 231, 248
intervention plan, 196, 204, 207, 208, 220
invention, 121, 130–2
ISO15489, 52, 69, 182

J

JISC, 174, 182
joined-up government, 4, 25, 62, 120, 176, 241

K

knowledge, and action, 57–9, 64, 126, 156, 207, 219
adoption of new, 126–7
as cognitive process, 56, 109
compared with records, 76
and delivery, 167
design view, 91
paradigms, 63
as physical entity, 55
production of, 124–6, 166
regulation of, 112–13
sources of, 116
tacit, 57
turn to, 16–17, 179, 246
value, 119
knowledge architectures, 152, 198, 219, 237–40, 250, 257
knowledge audit, 195, 204–5, 234
knowledge governance, 112, 138–9, 254–5, 256–7, 259
knowledge landscapes, 131, 160–3, 198, 201–4, 224, 227
knowledge mobilisation, 18, 58, 63–5, 66, 75, 88, 111, 114, 154, 179, 192, 197, 198, 241–2, 255
aims, 63
characteristics, 58
definition, 18–19
design view, 78, 82–3, 84
key elements, 74
and innovation, 96
and records, 21, 24, 75, 88, 97, 130, 153, 172, 255, 261
and risk, 210
knowledge nuggets, 229–30
knowledge processes, 12, 62, 64, 74, 80, 91, 152, 165, 167, 198, 201–4, 227, 232, 256, 260
analysing, 156–60, 207, 232
knowledge resources, 19, 114, 192, 203, 204, 214, 239
knowledge sharing, 220–3
knowledge strategies, 152, 153–68, 192, 196, 198, 199–200
analysing, 156–63
designing, 165–8
knowledge structures, 21, 65, 101, 103, 108–11, 116, 137, 248, 256
knowledge transfer, 18, 60, 62, 122, 123, 176
knowledge value chain, 196–8, 215

L

learning, 122, 136, 151, 163, 183, 198, 220–3, 230, 236, 253, 257
by doing, 20, 133
by telling, 19
from evaluation, 121, 192; See also social learning, unlearning
legitimacy, 45–7, 98, 172–3, 186–8, 193, 248, 249, 251
lifecycle model, 77
local government, 9, 33, 41, 99, 102, 131, 159, 260
localism, 30, 35, 42, 43

M

March, J., 100
markets, 34, 40, 43, 44, 96, 100, 101, 109, 164, 189, 190, 192
role in delivery, 38
memory, shaping, 135, 246
meta-knowledge, 161
Michaels, S., 109
Modernising Government, 2–3
Mokyr, J., 126
Moore, Mark, 186
MoReq2, 44, 177

N

National Archives, 174, 182, 241
National Audit Office, 122
National Health Service, 97, 99, 186
networks, 92, 105, 122, 130, 162, 163, 187, 192, 204, 230–1, 240, 257; See also social networks
new public management, 38, 44, 46, 184, 188, 191
norms and values, 54, 61, 63, 74, 80, 85, 98, 100, 102, 105, 113, 127, 137, 146, 164, 167, 170
and evidence, 151–2
Northumbria University, 170
nudge, 46, 106, 130, 134, 135, 196, 222, 232, 257
nurture, 130, 134, 152, 257

O

Office of Government Commerce, 202, 209, 216
Olsen, J., 100
openness, culture of, 127, 255
organisational culture, 104, 106, 113, 151, 211
organisations, 97, 99–100
and knowledge types, 162
outcomes, 8, 10, 12, 16, 17, 21, 32, 41, 62, 64, 71–3, 80, 87, 92, 131, 136, 138, 152–3, 156, 167, 172–3, 184, 186, 197, 199, 201, 208–10, 215, 249, 256
outcomes mapping, 90, 202–3, 205

P

path dependency, 8, 101, 102–3
peer reviews, 226–8
performance appraisal, 223–5
performance measures, 182–3
policy management, 197–8, 200, 236
powers, 9, 38, 42, 102, 158–9, 205, 207
practitioners, associations, 13–14, 17
ethics, 257–60
procedures, 70, 71, 82, 83, 87, 99, 101–1, 102, 103, 137, 161, 242
embedded, 11, 53–4, 59
Professional Responsibility, Code of, 259
programme management, 90, 167, 197–8, 199, 200, 202, 216, 227
programme review, 236–7
public engagement, 26, 45–6, 118, 187, 249, 251–2
public manager, role, 43, 44, 46, 129, 187
public policy, and change, 8
delivery, 36
key issues, 26–7
and knowledge, 248
models, 147–8
networks, 35
rights and responsibilities, 43
sources of, 5, 146–9
wicked problems, 33–4 See also policy management
public private partnerships, 100
public services, 3, 26, 30, 37, 71, 116, 118, 153, 159, 172, 186
public spending, reductions, 9, 29
public value, 40, 45, 87, 90, 119, 129, 152, 170, 185, 186–91, 193, 198, 240, 257, 258

Q

Quinn R., 189

R

rapid evidence review, 235
rational choice, 5, 58, 100, 108, 146, 147, 154, 164, 167, 183
Records and Information Management Professionals Australasia, 259
records continuum model, 77–79
records, characteristics, 68–9
compared with knowledge, 76
as information type, 52–5, 58
and outcomes, 71–2
records management, benefits, 170, 174–8
collaborative, 238, 240–3
design view, 84
key challenges, 12
key elements, 70
and innovation, 10
regulatory role, 10, 96, 104–7
self-reinforcing system, 108–11
regulation, 16, 23, 40, 41, 96, 97, 116, 187, 242
design view, 86
and information, 15, 87, 105, 112
and innovation, 6, 11, 116
research utilisation, 147–8, 201
resource allocation, 12, 28–9, 44, 47, 137, 172, 179, 180, 182, 185, 187
resource packages, 235
retention, collaborative, 241
risk, 7, 70, 106, 131, 132, 140, 152, 176–7, 178, 181, 198, 226, 250, 255
appetite for, 209–10, 255
and blame, 119–20
information, 209
residual, 210
Rosetta Stone, 49–51
rules of the game, 99, 64, 105, 114, 149

S

Second Life, 252
secrecy, culture of, 210, 252, 255
Sharepoint, 154, 180, 228
Simon, Herbert, 109
social knowledge, 161, 163
social learning, 115, 133, 135
social media, 134, 145, 154, 163–5, 230, 239, 251, 252–3
social networks, 41, 113, 115, 123, 134–6, 161, 164–5, 253, 257
analysis, 135, 231–4
stakeholders, 16, 34, 36, 74, 82, 85, 138, 167, 187, 188, 197, 200, 202, 209, 216, 217, 236, 237, 243, 250, 257
profiles, 205–8, 216–17, 235
Starbuck, William, 124
structural dimension, 76, 80, 88
Sunningdale Institute, 120
SureStart, 120

T

Talbot, Colin, 188
three degrees of infl uence, 135, 233
Total Place, 32
transactions, 14, 70, 75, 78, 83, 85, 154, 158
transformation, 7, 8, 13, 21, 28, 41, 82, 87, 90, 118, 131, 136, 146, 191
key principles, 48
structural change, 247–52
transparency, 6, 7, 32, 46, 47, 192
Transparency Initiative, 47
trust, 3, 27, 41, 45, 46, 98, 127, 152, 167, 172, 173, 186–8, 192–3, 207, 215, 216, 229, 249, 251, 255, 257

U

university, 97, 99
unlearning, 125, 137, 166
Upward, Frank, 78

V

value, economic, 169, 170–3, 185
adding, 197–8
values, See norms and values

W

Wenger, E, 135–6
working knowledge, 64