Challenges of knowledge management in the public sector: evidence from the King Abdullah Award for Excellence in Jordan

Aladwan, Shaker A.; Al-Yakoub, Tamara; Adaileh, Ali M.

doi:10.1108/tqm-09-2021-0253

Cited by 10 publications

(4 citation statements)

References 44 publications

(151 reference statements)

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“…Organizational excellence is a modern and vital management concept, and it has become the focus of attention and interest of many organizations keen to achieve excellence and accomplish their goals (Dehaghan & Pourtaher, 2014). This interest is supported by the emergence of many models and awards for organizational excellence that confirm this trend (Aladwan et al, 2022).…”

Section: Introductionmentioning

confidence: 93%

The mediating role of employees’ empowerment in the correlation between strategic decision effectiveness and organization’s excellence

Adaileh,

Al-Dehaimi,

Sharabati

2024

10.5267/j.uscm

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The paper aims to analyze the influence of the effectiveness of strategic decisions on organizational excellence, through employee empowerment, as an intermediate variable in Qatari commercial banks, where this study is quantitative and uses the descriptive cause-effect approach. The population of this study includes all directors, assistants, deputies, department managers, and branch managers in the six Qatari Commercial Banks, while the field survey method was used for this study. The population number was 336 participants from whom the researchers retrieved 270 questionnaires valid for statistical analysis. The study found that: the level of effectiveness of strategic decisions on organizational excellence and employee empowerment in Qatari commercial banks is high. The findings also showed that there was a significant effect of the effectiveness of strategic decisions on organizational excellence through employee empowerment as an intermediate variable. The study recommended the need for more studies to maintain the approach of the effectiveness of strategic decisions and employee empowerment in Qatari commercial banks, for their important role in organizational excellence, specifically giving freedom of action to employees to solve and encounter work problems.

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Section: Introductionmentioning

confidence: 93%

The mediating role of employees’ empowerment in the correlation between strategic decision effectiveness and organization’s excellence

Adaileh,

Al-Dehaimi,

Sharabati

2024

10.5267/j.uscm

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“…Second, we must mention the BEMs. These models consider the organisation to be a system in which QM and organisational management are understood as synonyms for the purpose of seeking excellence at all levels (Aladwan et al 2022). BEMs have a greater scope and are more complex than standard management systems (ISO 9000 2015), since they seek to obtain results for all interested parties, not merely the customer.…”

Section: Introductionmentioning

confidence: 99%

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

2023

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This study aims to analyse the relationships among the EFQM model, the knowledge management (KM) process and the corresponding results. It also seeks to analyse the predictive power of the phases of the KM process with regard to organisational results. The sample under study is composed of 113 Spanish organisations that feature some kind of Excellence Recognition System granted by the European Foundation for Quality Management (EFQM). This paper uses partial least squares (PLS) path modelling to test and validate the research model and the proposed hypotheses. In addition, thorough analyses are conducted to assess the model’s predictive performance. The results show that organisations that use the management framework proposed by the EFQM model implement the phases of the KM process efficiently. Moreover, the synergies resulting from the simultaneous implementation of the EFQM model and the KM process contribute to improving the corresponding results. Also, the predictive power of the phases of the KM process is confirmed in terms of their ability to anticipate the results that the organisation will be able to achieve with respect to customers, people, society and key business factors. Finally, this study provides empirical evidence of the direct and indirect relationships among the EFQM model, the KM process and the corresponding results. In addition, the paper identifies out-of-sample prediction as an integral element of the evaluation of the model using PLS-SEM and as a way to evaluate its practical relevance, since it allows us to predict results.

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“…The problems of debt and public deficits are shared by many countries of the world, including European countries (Pietro et al , 2013; Touri and Rogers, 2013; Mascio and Natalini, 2015; Biondi, 2016), and especially Greece (Touri and Rogers, 2013; Mascio and Natalini, 2015; Psomas et al , 2020). Thus, there is growing pressure on public services to reform and respond to the current difficult economic circumstances by focusing on reducing waste and cost (Pietro et al , 2013; Antony et al , 2017b, 2019) and increasing efficiency and effectiveness (Radnor and Osborne, 2013; Tomazevic et al , 2015; Aladwan et al , 2022).…”

Section: Introductionmentioning

confidence: 99%

The adoption of Lean in the Greek public sector. An employee perspective

Psomas

Keramida

Bouranta

et al. 2023

IJLSS

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Purpose In times of strong global competition and worldwide economic downturn, there is an imperative need for public services organizations to reform and improve their quality. These organizations can base their improvement efforts on Lean philosophy. The purpose of this study is to assess the employees’ perceived degree of adoption of Lean principles by public services organizations in Greece. Determining the differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations is also an aim of the study. Design/methodology/approach A questionnaire survey was published online, inviting employees of Greek public services organizations to assess the degree of Lean adoption by their organizations, specified on the basis of general principles. A total of 1,022 employees completed the structured questionnaire. Descriptive statistics were applied to assess the degree of adoption of Lean principles by public organizations. The nonparametric Mann–Whitney U Test and Kruskal–Wallis Test were also applied to determine whether there are statistically significant differences in the perceptions of groups of employees with regard to the adoption of Lean principles by public organizations. Findings According to the perceptions of employees, Greek public organizations adopt Lean principles to a high extent. However, there is room for further improvement in the degree to which Lean is adopted. Statistically significant differences are observed in the perceptions of groups of employees from different sized organizations, hierarchical levels, skill sets and service subsectors, with regard to the degree of adoption of Lean principles by their organizations. Research limitations/implications The employees of the public sector who were invited to respond to the survey through social media, the subjective nature of the data collected and the fact that this is a country-specific study constitute the main limitations of the present study, based on which future studies can be designed. Practical implications By determining the strong and weak points of the adoption of Lean principles by Greek public services organizations, suitable managerial initiatives can be undertaken by these organizations to fully adopt Lean, eliminate waste and enhance quality management. Social implications Understanding and improving the current status of the adoption of Lean principles by Greek public organizations will influence the services provided to the citizens in terms of time, quality and delivery. Originality/value To the best of the authors’ knowledge, this is the first study which provides insights, based on employees’ perceptions, into the adoption of Lean by the public services sector.

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Challenges of knowledge management in the public sector: evidence from the King Abdullah Award for Excellence in Jordan

Cited by 10 publications

References 44 publications

The mediating role of employees’ empowerment in the correlation between strategic decision effectiveness and organization’s excellence

The mediating role of employees’ empowerment in the correlation between strategic decision effectiveness and organization’s excellence

The EFQM excellence model, the knowledge management process and the corresponding results: an explanatory and predictive study

The adoption of Lean in the Greek public sector. An employee perspective

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