Knowledge transfer and performance dialogue in public administration

Purpose - The paper studies performance dialogues as knowledge transfer platforms. Theoretically, performance dialogue enables knowledge transfer but in practice, there are several hindrances for the dialogue and knowledge transfer. This paper aims to map these obstacles as a first step to overcome them and improve performance management in public administration. Design/methodology/approach - The paper combines ideas of performance management and knowledge management to study whether and how performance dialogues can support collective learning in the public sector. After composing our theoretical framework, we interviewed 30 managers in three cities in Finland: Tampere, Turku and Espoo. The aim of the interviews was to find out managers perceptions on the existing practices of performance dialogue and the current strengths and challenges of these practices. Originality/value - The performance management literature has recognized various uses for performance information and discussed the factors behind the use of performance information. However, the connection between performance management literature and knowledge management has been mostly ignored and there are very little academic studies recognizing the role of performance information as a catalyst for organizational knowledge transfer and learning taking place in shared discussions. Practical implications - Recognition of knowledge transfer barriers turns the focus on the results of performance dialogues. From the practical viewpoint, it is important to consider whether some knowledge transfer and learning takes place in these dialogues where performance of the actors is discussed. In order to foster individual and organizational learning these obstacles of knowledge transfer should be removed.