Health and social care managers’ perceptions of implementation of knowledge management in organisations: a secondary qualitative analysis

Purpose To describe health and social care managers' perceptions of implementation of knowledge management in organisations, using the Managers’ Competence in the Knowledge Management Process Model as a framework. This model comprises five dimensions: anticipating and defining competence, planning competence development and cooperation, developing competence, assessing competence, and managing a culture of competence. Design/methodology/approach A secondary qualitative analysis was conducted using existing semi-structured interview data (n = 15) collected in spring 2022 from purposive sampling of managers in three public health and social care organisations in Finland and re-analysed using deductive-inductive content analysis. Findings Health and social care managers emphasise the importance of systematic, data-based competence anticipation and definition, applied across all career stages and supported by collaborative approaches. They emphasise that strategic planning, competence development, and cooperation are essential, including the documentation of development plans and collaboration with internal and external partners. Competence development is seen as a combination of internal training and the acquisition of external expertise. Competence assessment is considered a vital part of this process, involving systematic evaluation, feedback, communication, and tailored methods for different career stages. Ultimately, managers recognise that establishing a strong culture of competence, led by coaching leadership and strategic change management, is essential for integrating knowledge management into everyday practices. Originality/value Health and social care organisations have implemented diverse, structured knowledge management methods that support both organisational learning and the continuous development of staff competencies.