A framework for leading change in the UAE public sector

Taher, Nader Asaad; Krotov, Vlad; Silva, Leiser

doi:10.1108/ijoa-10-2014-0809

Cited by 26 publications

(23 citation statements)

References 33 publications

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“…Apart from restrictions on the technological infrastructure and financial capabilities needed for e-Government, developing countries are constrained with competencies and know-how to develop robust strategies for developing and supporting Government improvement initiatives (Chen et al, 2006). Bin Taher, Krotov, and Silva (2015) argued that the models and experience of developed countries cannot be directly applied in developing countries due to various socio-economic and cultural differences. The key differences between developed and developing countries as summarised by Chen et al (2006, p. 27) are presented in Table 2.…”

Section: Public Sector Private Sector Culturementioning

confidence: 99%

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

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The continuously evolving and dynamic social, economic, political environments and public pressures demand governments to deliver effective and efficient public services. In the quest for meeting these demands, governments respond by designing extensive reforms and performance objectives to improve the efficiency and responsiveness of their agencies. Many governments have adopted Business Process Management (BPM) as a strategy to achieve these reforms. However, the successful implementation of BPM initiatives has been a challenging task for agencies responsible for these initiatives, with many projects not reaching completion or not achieving the intended outcomes. This paper reports the results of a systematic literature review on critical success factors (CSFs) related to BPM projects in the public sector. We analysed 31 papers in this review covering both the developed and developing country contexts, sourced from refereed and peer reviewed journals. A quasi-deductive approach was applied for the qualitative data analysis using NVivo 10 software. This resulted in the synthesis and identification of 14 critical success factors of BPM in the public sector, each defined and described in detail with specific attention to the sub-factors mentioned within the literature. Any differences between developed and developing country contexts were sought for, and the observations critically analysed. We propose a series of research questions, designed to support the progression of BPM in the public sector of developed as well as developing countries.

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Section: Public Sector Private Sector Culturementioning

confidence: 99%

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Syed

Bandara

French

et al. 2018

AJIS

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“…Organisational inertia compromises the firm's agility and responsiveness, hampers learning from new knowledge and technology, and creates rigidity ( Bannister and Connolly, 2020;Ashok, Narula, and Martinez-Noya 2014). Taher, Krotov, and Silva (2015) highlight change within the UAE public sector is inhibited by inertia caused by a lack of organisational stability, bureaucracy, traditions, lack of management commitment, poor communication, fear of losing power, lack of technological skills, and job security. Burns (1978) was the first to conceptualise transformational and transactional leadership based on a descriptive research of political leaders.…”

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confidence: 99%

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Ashok

Dhaheri²,

Madan

et al. 2021

JKM

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Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

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“…However, the sub-factor “commitment to change” is the most important factor within this main factor, and it is the most important sub-factor among all 26 sub-factors (Figure 2), which indicates that the experts face problems with employee commitment within their organizations, a phenomenon that must be addressed and discussed here. Since the majority of the public-sector workforce in the UAE consists of UAE nationals, this trend indicates that Emiratis tend to resist changes; thus, commitment to change can be considered one of the reasons why some government initiatives and projects are at a standstill and need to be further examined and solved (Bin Taher et al , 2015; Al-Ali et al , 2017). On the other hand, environmental consciousness and social awareness were the second and third most important sub-factors of this main factor, which suggests that the UAE’s public sector must work harder on sustainability awareness programs in their organizations.…”

Section: Discussionmentioning

confidence: 99%

Implementing sustainable procurement in the United Arab Emirates public sector

Nuaimi

Khan

Ajmal

2020

JOPP

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Purpose Despite making significant strides in transforming its environmental outlook over the past few years and promoting sustainable procurement (SP) in the public sector, the United Arab Emirates (UAE) is still facing serious challenges in moving up the global sustainability ranks. Thus, this study aims to assess and prioritize critical factors, including cost, organization, innovation capability, stakeholder, culture and market-related factors, and their respective sub-factors for the implementation of SP, and come up with recommendations. Design/methodology/approach This study uses the analytical hierarchy process model to prioritize the main factors and sub-factors that can critically affect the implementation of SP in the UAE public sector. Data were collected through a survey of 17 procurement experts working in procurement departments in public organizations in Abu Dhabi, UAE. Findings The results reveal that cost is the highest ranked critical factor, followed by an organization, whereas innovation capability is the lowest ranked of the main factors. The initial cost of green products and their life-cycle cost are the most prioritized of cost factors. An individual’s commitment to change, top management support and organizational commitment are the highest-ranked sub-factors. Social awareness is the most important sub-factor among culture, and the supplier’s capability is the highest ranked sub-factor in the market. Social implications The government should issue a standard practices handbook for SP to be used by public organizations to provide public procurers a clear method for conducting a proper cost–benefit analysis to evaluate and decide on sustainable purchases that fit the economy and society and meet the national sustainability agenda. Furthermore, additional attention needs to be paid to cultural factors such as social and environmental awareness by policymakers to succeed in achieving SP. Finally, top management and government officials must reevaluate their own personal values and commitment to sustainability issues as they participate in forming policies, rules, regulations and training programs designed for procurement managers within government organizations. Originality/value Although considerable research has been conducted on this topic, this study is unique in its presentation of a critical understanding of which factors and sub-factors are likely to significantly affect SP implementation in the UAE, which shall provide the relevant researchers and practitioners with the necessary knowledge to be ready for the changes that may lie ahead.

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A framework for leading change in the UAE public sector

Cited by 26 publications

References 33 publications

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review

How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Implementing sustainable procurement in the United Arab Emirates public sector

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