Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS

Digitalization and knowledge management in the water sector, and their impacts on performance, greatly depend on two factors: human capacity and digital maturity. To understand the link between performance, human capacity, and digital maturity, six AGS water retail utilities were compared with all P...

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Autores principales:	João Faria Feliciano, André Marques Arsénio, Joana Cassidy, Ana Rita Santos, Alice Ganhão
Formato:	article
Lenguaje:	EN
Publicado:	MDPI AG 2021
Materias:	water utilities knowledge management digital maturity Hydraulic engineering TC1-978 Water supply for domestic and industrial purposes TD201-500
Acceso en línea:	https://doaj.org/article/847aab96bb624c5cb15db2be0505238d
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spelling	oai:doaj.org-article:847aab96bb624c5cb15db2be0505238d2021-11-25T19:14:53ZKnowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS10.3390/w132231592073-4441https://doaj.org/article/847aab96bb624c5cb15db2be0505238d2021-11-01T00:00:00Zhttps://www.mdpi.com/2073-4441/13/22/3159https://doaj.org/toc/2073-4441Digitalization and knowledge management in the water sector, and their impacts on performance, greatly depend on two factors: human capacity and digital maturity. To understand the link between performance, human capacity, and digital maturity, six AGS water retail utilities were compared with all Portuguese utilities using Portuguese benchmark data (2011–2019). AGS utilities achieved better results, including in compound performance indicators, which are assumed to be surrogates for digital maturity. These compound indicators were also found to correlate positively with better performance. In fact, AGS utilities show levels of non-revenue water (NRW) (<25%) below the national median (30–40%), with network replacement values similar to the national median (<0.5%). These results seem to imply that higher digital maturity can offset relatively low network replacement levels and guarantee NRW levels below the national average. Furthermore, regarding personnel aging index and digital maturity—two internally developed indicators—there was an increase in the digital maturity and aging of the staff, which, again, raises questions about long-term sustainability. The growing performance and the slight increase in digital maturity can be attributed to group-wide capacity building and digitalization programs that bring together staff from all AGS utilities in year-long activities.João Faria FelicianoAndré Marques ArsénioJoana CassidyAna Rita SantosAlice GanhãoMDPI AGarticlewater utilitiesknowledge managementdigital maturityHydraulic engineeringTC1-978Water supply for domestic and industrial purposesTD201-500ENWater, Vol 13, Iss 3159, p 3159 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	water utilities knowledge management digital maturity Hydraulic engineering TC1-978 Water supply for domestic and industrial purposes TD201-500
spellingShingle	water utilities knowledge management digital maturity Hydraulic engineering TC1-978 Water supply for domestic and industrial purposes TD201-500 João Faria Feliciano André Marques Arsénio Joana Cassidy Ana Rita Santos Alice Ganhão Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
description	Digitalization and knowledge management in the water sector, and their impacts on performance, greatly depend on two factors: human capacity and digital maturity. To understand the link between performance, human capacity, and digital maturity, six AGS water retail utilities were compared with all Portuguese utilities using Portuguese benchmark data (2011–2019). AGS utilities achieved better results, including in compound performance indicators, which are assumed to be surrogates for digital maturity. These compound indicators were also found to correlate positively with better performance. In fact, AGS utilities show levels of non-revenue water (NRW) (<25%) below the national median (30–40%), with network replacement values similar to the national median (<0.5%). These results seem to imply that higher digital maturity can offset relatively low network replacement levels and guarantee NRW levels below the national average. Furthermore, regarding personnel aging index and digital maturity—two internally developed indicators—there was an increase in the digital maturity and aging of the staff, which, again, raises questions about long-term sustainability. The growing performance and the slight increase in digital maturity can be attributed to group-wide capacity building and digitalization programs that bring together staff from all AGS utilities in year-long activities.
format	article
author	João Faria Feliciano André Marques Arsénio Joana Cassidy Ana Rita Santos Alice Ganhão
author_facet	João Faria Feliciano André Marques Arsénio Joana Cassidy Ana Rita Santos Alice Ganhão
author_sort	João Faria Feliciano
title	Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
title_short	Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
title_full	Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
title_fullStr	Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
title_full_unstemmed	Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS
title_sort	knowledge management and operational capacity in water utilities, a balance between human resources and digital maturity—the case of ags
publisher	MDPI AG
publishDate	2021
url	https://doaj.org/article/847aab96bb624c5cb15db2be0505238d
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Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS

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