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There is increasing evidence that tacit knowledge is "the important strategic resource that assists in accomplishing a task (Woo, 2004)." According to Haughton (2021), Knowledge is a valuable asset, and managing that knowledge is now recognised as a significant contributor to organizations in the current business climate'. When people with expertise leave a job, the organization often loses critical tacit knowledge because the person did not pass it on to others. This knowledge gap can be costly and time-consuming or impossible to replace (Leonard, 2014). However, government institutions and agencies are known to be not good when it comes to knowledge management (KM) implementation and thus often suffer knowledge loss when employees/people with expertise leave a job, retire, or pass away. A qualitative study was conducted in one of the government agencies which has recently embarked on KM initiatives to find out what their strategies and challenges are in preventing knowledge loss. The study used the Knowledge Management Capability Assessment Tool (KM CAT) theory to assess KM initiatives in the agency. The data was collected by purposefully interviewing senior officials/managers in the agency's KM directorate. Despite the results of the study revealing that there are several challenges experienced by the agency in its endeavour to implement an effective and efficient KM process and strategy to help stem the tight against loss of knowledge, there are signs of good improvement. However, the agency needs to be resolute in its adoption of a systematic approach to KM to ensure the full utilisation of the organisation's knowledge base, coupled with the potential of individual skills, competencies, thoughts, innovations, and ideas to create a more efficient and effective organisation. [ABSTRACT FROM AUTHOR]

Accountability is one of the foundations of democratic governance, but noticeably little is known of how it works in practice. Empirical studies of Program Assessment Rating Tool (PART) as a major accountability system of United States have discovered it as having partial effect of performance information and political ideology on budgetary decision. However, the studies provide only limited and partial answer on the PART accountability reality, and do not provide precise knowledge more useful to strengthen accountability system and to design new ones. Literature has emphasized that properly measuring deficit of the accountability was useful in understanding its practice. Accountability Process Model consisting of three phases - information, evaluation, and consequence- and Accountability Cube Model were employed with PART panel data for evaluating PART's accountability deficit. Amount of information provided, activeness of assessment, and strictness of budgetary control based on performance were quantitatively measured and compared by the federal agencies in order to evaluate the accountability deficits. The empirical evidence supports that to develop accountability measurement theory for public organization is available. Lessons for organizations to improve or devise performance accountability system similar to US PART are suggested. [ABSTRACT FROM AUTHOR]