Social and health care managers’ competence in knowledge management
Thesis event information
Date and time of the thesis defence
Place of the thesis defence
Leena Palotie- lecture hall 101A (Aapistie 5 A)
Topic of the dissertation
Social and health care managers’ competence in knowledge management
Doctoral candidate
Master of Health Sciences Eevi Karsikas
Faculty and unit
University of Oulu Graduate School, Faculty of Medicine, Research unit of Health Sciences and Technology
Subject of study
Nursing science
Opponent
Professor Sanna Laulainen, University of Eastern Finland
Custos
Professor Outi Kanste, University of Oulu
Social and health care managers’ competence requirements in knowledge management
National and international changes in social and health care continue to challenge managers and their competence. These include the growing demand for services due to an ageing population, digitalisation, changing management expectations among young people, economic pressures on the sector and staff shortages. In addition, retirements are exacerbating labour shortages. To respond to these challenges and ensure the competitiveness of social and health care organisations, it is important to develop the knowledge management competence of managers better to support the needs of the sector and working life.
The aim of doctoral thesis was to describe and explain the experiences and perceptions of knowledge management competence of social and health care managers. Sub-study 1 aimed to identify, through a scoping review (n = 21), current evidence on healthcare managers’ competence in knowledge management and the instruments used to assess them. Sub-study 2 aimed to develop and psychometrically test the Managers' competence in knowledge management instrument using a questionnaire (n = 116). Sub-study 3 aimed to describe social and health care managers' self-assessed competence in knowledge management and the factors associated with management competence (n = 116). Sub-study 4 aimed to describe, through individual interviews, the perceptions of social and health care managers (n = 15) regarding the factors affecting managers' competence in knowledge management.
The review identified three main themes related to the competence of social and health care managers in knowledge management: system management, professional development, and leadership behaviour and attitude. In addition, eight instruments were found to assess managers' knowledge management competence; however, these did not encompass knowledge management competence comprehensively. The psychometric properties of the developed Social and health care managers’ competence in knowledge management instrument were found to be good. Social and health care managers rated their self- reported total competence in knowledge management as good. The background factors, such as the healthcare setting, the number of units managed and the number of direct staff, showed a statistically significant association with the social and health care managers' self-assessed competence in planning competence development and cooperation. According to the interview study, managers’ knowledge management competence affected by managers' behavioural and attitudinal characteristics, their interactive network competence in knowledge management, the dimensions of their competence in knowledge management, the knowledge management infrastructure with which they work and the organizational learning culture within which they work.
The results can be utilized in the anticipation, definition, mapping, development, and assessment of the competence of social and health care managers, as well as in management education and research. In addition, the results will stimulate public debate and raise awareness of the knowledge management competence required of managers in the social and health care sector.
The aim of doctoral thesis was to describe and explain the experiences and perceptions of knowledge management competence of social and health care managers. Sub-study 1 aimed to identify, through a scoping review (n = 21), current evidence on healthcare managers’ competence in knowledge management and the instruments used to assess them. Sub-study 2 aimed to develop and psychometrically test the Managers' competence in knowledge management instrument using a questionnaire (n = 116). Sub-study 3 aimed to describe social and health care managers' self-assessed competence in knowledge management and the factors associated with management competence (n = 116). Sub-study 4 aimed to describe, through individual interviews, the perceptions of social and health care managers (n = 15) regarding the factors affecting managers' competence in knowledge management.
The review identified three main themes related to the competence of social and health care managers in knowledge management: system management, professional development, and leadership behaviour and attitude. In addition, eight instruments were found to assess managers' knowledge management competence; however, these did not encompass knowledge management competence comprehensively. The psychometric properties of the developed Social and health care managers’ competence in knowledge management instrument were found to be good. Social and health care managers rated their self- reported total competence in knowledge management as good. The background factors, such as the healthcare setting, the number of units managed and the number of direct staff, showed a statistically significant association with the social and health care managers' self-assessed competence in planning competence development and cooperation. According to the interview study, managers’ knowledge management competence affected by managers' behavioural and attitudinal characteristics, their interactive network competence in knowledge management, the dimensions of their competence in knowledge management, the knowledge management infrastructure with which they work and the organizational learning culture within which they work.
The results can be utilized in the anticipation, definition, mapping, development, and assessment of the competence of social and health care managers, as well as in management education and research. In addition, the results will stimulate public debate and raise awareness of the knowledge management competence required of managers in the social and health care sector.
Last updated: 14.5.2025