Integrated Knowledge Management Model : A Case Study of Tha Phon, Lom Kao, and Ban Phot Subdistrict Municipalities in Phetchabun Province

Abstract

This research article aims to analyze the context of integrated knowledge management identify the key components of IKM, and propose a model that links knowledge management with organizational strategies to effectively support local development goals. The study employed document analysis and a review of related research. Case studies were conducted on Tha Phon Subdistrict Municipality, Lom Kao Subdistrict Municipality, and Ban Phot Subdistrict Municipality in Phetchabun Province, which were selected due to their notable practices and publicly accessible knowledge repositories, such as official websites that systematically publish related knowledge and documents. However, it was found that most knowledge management systems primarily focus on internal administration rather than serving as strategic tools for local development. This has resulted in a gap between “existing knowledge” and “required knowledge” necessary to drive local development plans. Furthermore, strategic data such as citizens’ needs and satisfaction assessments have not been systematically utilized in the knowledge management process.

          The findings reveal that Integrated Knowledge Management Model in the Case Study of Tha Phon, Lom Kao, and Ban Phot Subdistrict Municipalities in Phetchabun Province remains largely compliance-oriented rather than strategically driven. Although progress has been made in utilizing technology and developing digital knowledge repositories, integration with organizational strategies and stakeholder participation is still limited. Synthesizing the results led to the development of the “Phetchabun Integrated Knowledge Management (IKM) Model)”, which consists of five key components: (1) linkage with organizational strategies and performance outcomes, (2) strategic leadership, (3) dual knowledge management processes encompassing explicit and tacit knowledge, (4) organizational culture and motivation that foster shared learning, and (5) a continuous learning and improvement cycle. The proposed model aims to transform local administrative organizations into strategic learning organizations capable of creating shared value, adapting effectively to change, and promoting sustainable local development through a participatory learning culture.