Knowledge creation and transfer in the beacon scheme: Improving services through sharing good practice

Abstract

This article examines the extent to which processes of knowledge creation, transfer and application through sharing learning are effective in improving local public services. We examine the impact of the Beacon Scheme as a means of achieving service and corporate improvement. The research findings suggest that the acquisition of knowledge by learning network members and the transfer of learning leading to change in working practices and corporate culture is effective where the local authority culture is receptive to the impact of knowledge and where key political and managerial actors operate collaboratively. Quantitative and qualitative indicators of learning leading to service and corporate improvement are analysed. Learning through Beacons is shown to be effective but is more modest than its potential and might be enhanced in three policy areas. These are: improvement of learning links between central and local government; greater consideration of processes of knowledge acquisition and application by receivers of learning as much as disseminators of learning; greater emphasis on learning from the innovation element within the scheme.

Notes

This paper draws on data collected for, and funded by, ODPM and IDeA as part of their evaluation of the Beacon Scheme. Jean Hartley acknowledges the support of the ESRC/EPSRC Advanced Institute of Management Research under grant number RES–331–25–0008 for writing time. The views expressed are those of the authors.