This paper sets out to investigate the critical factors of knowledge management (KM) considered to have an impact on the performance of Chinese information and communication technology (ICT) firms. An integrated KM framework is developed whereby it set to evaluate those critical factors and the role of KM on the performance of these firms. The findings from our 556 survey responses indicate that organizational culture and technology variables are found to form essential elements for knowledge management. This study confirms that the culture environment of an enterprise is central to its success in the context of China. Furthermore, it shows that a collaborated, trusted and learning environment within ICT firms will have a positive impact on their KM performance. In doing so, it provides the key to understanding KM in the Chinese context and also is recognizing the networking nature of the Chinese society which operates on the basis of "Guanxi". Although this research may seem limited to a developing country, however, the finding of this study has contributed to formulate some guidelines to develop KM strategies for the ICT firms from emerging economies.

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This empirical research chapter focuses on the findings and the potential value of instigating a transformational government (t-government) at a municipality level. The emerging literature indicates that there is a strong desire amongst governments worldwide to provide an efficient, cost effective, and sustainable electronic service delivery environment, and Dubai Municipality in the UAE is no exception. This research aims to investigate the motivations behind this instigated change towards t-government systems. In order to achieve this transformation in services, there is a need for a radical change and an innovative approach to provide quality services. In this paper the authors report some of the findings from an in-depth case study of transformational effort in the municipality of Dubai. The study seeks to offer insights into organisational and managerial aspects surrounding the complex phenomenon of t-government evolution. The chapter concludes that successful t-government implementation requires senior executive participation and active engagement of stakeholders for benefit realisation; whereby t-government adoption is surrounded by political, cultural, organisational, technological, and social issues which must be considered and treated carefully to enable this transformation.

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