An empirical investigation into knowledge management in Pakistani think tanks

Knowledge management can play a central strategic role in organisational life, potentially initiating from strategy planning to performance achievement. The continuous adjustment of organisational strategy and performance can be powerful in knowledge intensive organisations such as think tanks. Think tanks are policy research organisations, usually of small to medium size, and non-profit in nature. The Pakistani think tank ‘industry’ is at an important tipping point in terms of establishing knowledge ‘impact’ for the state and the wider society. Think tank organisations are gaining dual attention for creating awareness in society and suggesting policies to the state. The central purpose of this research is to provide an explanation of why and how knowledge management plays a role within think tanks, especially with regards to organisations linking strategy and performance. It also seeks to provide evidence from Pakistani think tanks providing suggestions for organisational improvement that may be applicable to think tanks in other developing countries. A thorough literature review from the field of knowledge management includes knowledge, knowledge management, and the strategic relationship of knowledge management, organisational strategy and organisational performance. Specifically, the research seeks to analyse knowledge management in social sciences policy research think tanks based in Islamabad, the capital of Pakistan. The participation of eight think tanks provided access for field visits to conduct interviews, observations and document collection. From the findings, it is recommended that consciousness towards knowledge management can highlight the natural and independent process to keep organisational strategy and performance improving continuously in a cyclic manner. Knowledge resources with Pakistani think tanks demand proper recognition and valuation, as they are potentially being worth more compared to material resources. Amongst the knowledge resources, cultural values and norms, multilingual skills, ‘friendly’ internal environments and leadership are found to be important. The strength of Pakistani think tanks is in their Relational Capital, which they appear to be utilising. Informal-Tacit knowledge management practices are highlighted more in the context, though gaps do appear to exist for formal practices. It is suggested that think tanks could further enhance real visibility through their Relational Capital and making use of tacit informal practices leading to friendly, multilingual and effectively leadership cultures with positive values. Think tanks have the potential to help provide solutions during turbulent times, both leading and managing knowledge – effecting a positive impact upon both state and society.