Knowledge sharing and social dilemma in bureaucratic organizations: Evidence from public sector in Pakistan

Amber, Quratulain; Ahmad, Mansoor; Khan, Iram A.; Hashmi, Fakhar Abbas

doi:10.1080/23311975.2019.1685445

Cited by 7 publications

(9 citation statements)

References 85 publications

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“…Many studies have focused on comparing the public and private sectors and identifying factors that impact knowledge sharing (Amayah, 2013). The non-profit nature of the public sector has contributed to a historical lack of focus on the promotion of knowledge sharing (Amber et al , 2019). In more recent years, studies have examined knowledge sharing in the public sector in Malaysia (Tangaraja et al , 2015), Cambodia (Vong et al , 2016), Vietnam (Trong Tuan, 2017), Pakistan (Amber et al , 2019; Khan and Khan, 2019), Denmark (Jørgensen et al , 2020), Finland (Henttonen et al , 2016) and the USA (Choi, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The non-profit nature of the public sector has contributed to a historical lack of focus on the promotion of knowledge sharing (Amber et al , 2019). In more recent years, studies have examined knowledge sharing in the public sector in Malaysia (Tangaraja et al , 2015), Cambodia (Vong et al , 2016), Vietnam (Trong Tuan, 2017), Pakistan (Amber et al , 2019; Khan and Khan, 2019), Denmark (Jørgensen et al , 2020), Finland (Henttonen et al , 2016) and the USA (Choi, 2016). However, there is little agreement in the literature in terms of the factors that influence knowledge sharing in the public sector.…”

Section: Literature Reviewmentioning

confidence: 99%

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Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Karagoz

Whiteside

Korthaus

2020

JKM

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Purpose This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context. Design/methodology/approach A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work. Findings The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects. Research limitations/implications This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts. Practical implications The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process. Originality/value This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Karagoz

Whiteside

Korthaus

2020

JKM

View full text Add to dashboard Cite

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“…They added that if the knowledge is properly leveraged, the importance can far exceed the physical resources. The initiatives of knowledge management (KM) are principally depending on how personnel share knowledge among them (Amber et al, 2019;Choi, 2016;Ipe, 2003). Sharing of knowledge is the critical element for organization to improve, both in private and public sector, by increasing the productivity and efficiency of organization (Amayah, 2013;Amber et al, 2019;Chong et al, 2011;Kim & Lee, 2006;Willem & Buelens, 2007;Wong et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Knowledge creation is seen to be the initiating component or element in KM (Mehralian et al, 2018). Amber et al (2019), Choi (2016), and J. Zhang and Dawes (2006) posited that in managerial reforms, knowledge-based reforms deemed to be important and they focus on knowledge creation with the process of accumulation and dissemination of knowledge (Amber et al, 2019;Choi, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…Amber et al (2019), Choi (2016), and J. Zhang and Dawes (2006) posited that in managerial reforms, knowledge-based reforms deemed to be important and they focus on knowledge creation with the process of accumulation and dissemination of knowledge (Amber et al, 2019;Choi, 2016). Mehralian et al (2018) further added that knowledge creation is so critical that most of the organizations are trying their best to be competitive by creating knowledge that will assist them to achieve their objectives.…”

Section: Introductionmentioning

confidence: 99%

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Evaluating knowledge creation processes in the Royal Malaysian Navy (RMN) fleet: Personnel conceptualization, participation and differences

Rusland

Jaafar

Sumintono

2020

Cogent Business & Management

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This article analyses the Royal Malaysian Navy (RMN) fleet personnel's responses to survey questionnaire items on the knowledge creation processes, in order to identify the current extent of processes within the fleet. Through knowledge creation, new knowledge is created, starting with the discovery of knowledge and eventually, new and additional knowledge creation. Saving this created knowledge from dissipating is crucial to remain relevant. Hence, a survey was conducted on 214 of the fleet's personnel utilizing the Knowledge Creation Process SECI Model. The results revealed that knowledge creation processes are being practised in the fleet. However, the extent varied and most of the RMN fleet personnel participated at a moderate level in the processes. Socialization and internalization process dimensions are more actively utilized than externalization and combination process dimensions in knowledge creation within the fleet. Respondents with different demographic profiles had differences in their opinions, perceptions, and attitudes towards the knowledge creation processes. This needs to be looked into further since a sophisticated fleet with state-of-the-art inventories

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A Review of Knowledge Sharing Challenges within E-government Projects: A Perspective of the Ipe Knowledge Sharing Model

Amunkete

Seymour

2023

Communications in Computer and Information Science

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Knowledge sharing and social dilemma in bureaucratic organizations: Evidence from public sector in Pakistan

Cited by 7 publications

References 85 publications

Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects

Evaluating knowledge creation processes in the Royal Malaysian Navy (RMN) fleet: Personnel conceptualization, participation and differences

A Review of Knowledge Sharing Challenges within E-government Projects: A Perspective of the Ipe Knowledge Sharing Model

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