Knowledge management and performance in UAE business organizations

Boumarafi, Behdja; Jabnoun, Naceur

doi:10.1057/kmrp.2008.16

Cited by 46 publications

(47 citation statements)

References 14 publications

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“…The findings of this paper display considerable similarities with respect to the findings of other research focusing on this region. For example, the findings of this paper revealing implementation of KM processes in Kuwait are similar to the findings of Al‐Busaidi and Olfman () in Oman and Boumarafi and Jabnoun () in the UAE. Likewise, Al‐Athari and Zairi () revealed that managers from both public and private companies in Kuwait believe in the importance of KM for their organizations' success.…”

Section: Discussionsupporting

confidence: 88%

Impact of knowledge management processes on business performance: Evidence from Kuwait

Dženopoljac

Alasadi

Zaim

et al. 2018

Knowl Process Manag

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The purpose of this research study is to investigate the relationship between knowledge management (KM) processes and the level of business performance of organizations in Kuwait. The research utilized a survey that was administered to 500 employees of 139 private and government companies in Kuwait. Tests of validity and reliability confirmed the use of the survey instrument whereas factor analysis revealed 4 main factors whose impact on performance was assessed. The research results revealed that all 4 KM processes examined (i.e., knowledge generation and development, codification and storage, transfer and sharing, and use and evaluation) have a positive and significant impact on perceived business performance. Additionally, the research revealed that KM processes have the highest impact on innovation performance. The limitation of this study is mainly related to the limited geographical scope of the research, because the survey covered only companies from Kuwait. The originality of the research comes from geographical area covered. Virtually, no empirical research has been undertaken in area of knowledge management in Kuwait, as an oil‐dependent country.

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Section: Discussionsupporting

confidence: 88%

Impact of knowledge management processes on business performance: Evidence from Kuwait

Dženopoljac

Alasadi

Zaim

et al. 2018

Knowl Process Manag

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“…The hypothesis in this study was examined through both the screening and main survey following a data collection plan. The scale developed for the main survey followed the previous work to measure the influence of KM on other specified organisational development variables [4] [5] [25] [44] [57]- [59]. The research design highlighted that clear measurement scale of organisational development practices concepts (i.e.…”

Section: Methodsmentioning

confidence: 99%

“…When compared to leading South East Asian countries for example Malaysia and Singapore's experience, GOs in the Gulf Cooperation Council (GCC) region are acknowledged to be lagging in creating KM suitable practices [5] [24] [25]. When compared to the clear Knowledge-based Economy Strategic Master Plans that the Malaysian government enjoy; the lack of common KM agreed goals in the GCC government sector severely hinders the effective implementation of any coming KM initiatives in such organizations [4].…”

Section: Km Influence On Government Organizations and Their Initiativesmentioning

confidence: 99%

The Influence of Knowledge Management on Learning in Government Organisations

Buheji¹,

Al-Hasan²,

Thomas³

et al. 2014

AJIBM

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There has been a tendency for government organizations to become competitive due to instability in modern economies. Accordingly, Knowledge Management (KM) has been rapidly growing in the past decade as a source of influence on organisational development practices. In the past decade research approaches largely failed to show the importance of KM initiatives in creating synergy with other initiatives to an extent that would lead towards organizational competitiveness. This paper investigates whether KM holistically influences organisational learning, specifically in the context of the government sector. In order to understand the relationships between KM and organisational learning identified in the literature and increasingly used in practice, a quantitative survey approach was undertaken using a series of researcher-developed scales. Based on the literature review Organisational Learning (OL) was identified to be important in relation to KM, and a conceptual framework was designed to test the concept of the holistic influence of KM on organisational learning. Some 625 valid responses were collected from top and middle management from 54 government organizations in the Kingdom of Bahrain, and the model was statistically tested according to the research hypotheses by regression analysis then Structural Equation Modelling (SEM). The results reveal strong and significant correlations amongst organisational development practices. Even though the holistic influence of the model could not be confirmed, findings show positive KM influence on organisational development practices, thus KM is an essential factor for government organisations. As well as illustrating KM as an important source of influence, this study establishes a new direction that helps to integrate all governmental organisations' initiatives in relevance to organisation development practice leading to better competitiveness. The research makes a novel contribution since it increases the probability of a holistic approach model that brings support for decision makers to enhance overall government organizations' competitiveness. The scale developed for the model tested can be generalised and used as a self assessment tool for organisational practices in KM. The work sets a baseline for KM practices in M. Buheji et al. 658the Government of Bahrain and similar GCC Governments that can act as a reference for researchers on KM, learning and competitiveness in emerging economies. The model needs further investigation in future research to explore the missing variables to make it "fit for purpose". This concept of a holistic model needs to be further subjected to empirical investigation to explore its viability. The major limitation of this research is because it has addressed only the government sector in one country.

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“…Empirical studies have shown that various knowledge management dimensions have the ability to drive performance outcomes ( Boumarafi and Jabnoun (2008) examined the relationship between the organisations' performance and knowledge management and concluded that knowledge management enhances performance and that knowledge management dimensions significantly correlates with performance improvement. In affirmation, Becerra-Fernandez, et al (2004) posit that knowledge management has a direct impact on employee performance by causing workers to be more adaptable as they interact with one another thus causing an increase in the level of efficiency.…”

Section: Knowledge Management and Employee Performancementioning

confidence: 99%

Knowledge Management and Employee Efficiency in Deposit Money Banks in Port Harcourt, Nigeria

Sarah¹,

Peniel²

2018

ujm

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This study examined the relationship between knowledge management and employee efficiency in deposit money banks in Port Harcourt, Nigeria. From a study population of 680 bank employees in Port Harcourt, the sample size of 248 respondents was determined using the sample size determination table. Adopting the cross-sectional survey design, the obtained data was analysed at the primary and secondary levels with the mean score and Pearson's Product Moment Correlation Co-efficient respectively. Results from the analysis revealed that there is a significant and positive relationship between the four dimensions of knowledge management (i.e. knowledge identification, acquisition, sharing, and application) and employee efficiency. The study concluded that the knowledge asset of banks is an important predictors of their employees' efficiency. In view of this, the study recommends that banks should invest in enhancing their knowledge management practices so as to enhance the performance level of their employees with regards to their efficiency.

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Knowledge management and performance in UAE business organizations

Cited by 46 publications

References 14 publications

Impact of knowledge management processes on business performance: Evidence from Kuwait

Impact of knowledge management processes on business performance: Evidence from Kuwait

The Influence of Knowledge Management on Learning in Government Organisations

Knowledge Management and Employee Efficiency in Deposit Money Banks in Port Harcourt, Nigeria

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