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Author: Hussein Saad Elsayed Mohamed Abdalla
Publisher:
ISBN:
Category : Knowledge management
Languages : en
Pages : 392
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Book Description
This dissertation investigates the determinants and consequences of knowledge sharing among members of technical teams at a UAE national oil company. The research aims to identify some of the key factors that encourage knowledge sharing between members of the technical teams and the link between knowledge sharing and individual job performance. Drawing on earlier research, an integrated theoretical model linking the antecedents and outcomes of knowledge sharing was developed. A Partial Least Square (PLS-SEM) technique was used to analyze the data collected from 357 engineers in various divisions in the largest business unit of the organization in question. Results suggest that management support, task-interdependence, individual attitude towards knowledge sharing, self-efficacy and the perceived usefulness of the knowledge itself play an important role in encouraging employees to share knowledge. Furthermore, the study suggests that knowledge sharing influences individual job performance by enhancing their innovative and task-focused organizational behaviors. This research contributes to the current literature on knowledge sharing and has done so by empirically testing the relationship between the antecedents and outcomes of knowledge sharing within new cultural and industrial contexts. Additionally, it addresses a gap in the extant literature where the focus has traditionally been on the macro-organizational outcomes of knowledge sharing, e.g. innovation, financial performance and operational efficiency, and not on micro-organizational factors such as individual job performance.
Author: Hussein Saad Elsayed Mohamed Abdalla
Publisher:
ISBN:
Category : Knowledge management
Languages : en
Pages : 392
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Book Description
This dissertation investigates the determinants and consequences of knowledge sharing among members of technical teams at a UAE national oil company. The research aims to identify some of the key factors that encourage knowledge sharing between members of the technical teams and the link between knowledge sharing and individual job performance. Drawing on earlier research, an integrated theoretical model linking the antecedents and outcomes of knowledge sharing was developed. A Partial Least Square (PLS-SEM) technique was used to analyze the data collected from 357 engineers in various divisions in the largest business unit of the organization in question. Results suggest that management support, task-interdependence, individual attitude towards knowledge sharing, self-efficacy and the perceived usefulness of the knowledge itself play an important role in encouraging employees to share knowledge. Furthermore, the study suggests that knowledge sharing influences individual job performance by enhancing their innovative and task-focused organizational behaviors. This research contributes to the current literature on knowledge sharing and has done so by empirically testing the relationship between the antecedents and outcomes of knowledge sharing within new cultural and industrial contexts. Additionally, it addresses a gap in the extant literature where the focus has traditionally been on the macro-organizational outcomes of knowledge sharing, e.g. innovation, financial performance and operational efficiency, and not on micro-organizational factors such as individual job performance.
Author: Moosa Abdullah Al Murawwi
Publisher:
ISBN:
Category : Corporate culture
Languages : en
Pages : 210
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Book Description
Organizational culture (OC), leadership style (LS), and knowledge management (KM) have been identified as the most important factors affecting an organization's performance. KM is now widely recognized as a competitive advantage. It is included in the core strategy and is a fundamental source of wealth and success of many organizations. The subject of OC, LS, and KM are well researched; however, very few empirical studies have been carried out linking OC and LS with KM. This research is set out to examine and evaluate the relationship between OC, LS, and KM in Abu Dhabi Gas Liquefaction Company (ADGAS) in the United Arab Emirates (UAE) using the competing value framework (CVF) developed by Cameron and Quinn (2006). To our knowledge, there are no studies carried out to evaluate or examine the impact of the intertwined network between OC types, LSs, and the implementation of KM and its transfer and sharing in oil and gas industries in the UAE. This empirical study was carried out using a questionnaire survey to answer the following research questions: 1) Which are the most dominant cultures in ADGAS?, 2) Which OC type is most effective in supporting KM?, 3) Which leadership style is most effective in supporting KM?, 4) Is there a positive relationship between OC and LS?, and 5) How is knowledge shared in ADGAS? The Organizational Culture Assessment Instrument (OACI) was used to measure OC types. The Multifactor Leadership Questionnaire (MLQ) was used to measure the three styles of leadership whereas the Knowledge Management Assessment Instrument (KMAI) was used to assess the six KM processes considered in this study. It was revealed that the main dominant culture is hierarchy followed by a clan, and the leadership style was mainly transformational followed by transactional and that there was no existence of laissez-faire leadership style. The results also showed that there is a positive relationship between OC, LSs, and KM. KM as a single construct is strongly related with culture and leadership. Individual different culture types and leadership styles were present in the divisions and are strongly related to KM. Culture and leadership are also related, and the relationship between the OC types and KM was strongly positive except for adhocracy culture. The relationship between the LSs and KM was strongly positive except for laissez-faire (passive/avoidant). The relationship between LS and OC types was strongly positive. The implications that the change in culture makeup due to employment of foreign workforce and the intake of young national staff will affect the organizational culture in general and particularly the level of trust, leadership, and knowledge sharing and transfer. Not only that, but will the increase of national employees also increase wasta and nepotism, or will it decrease with preferred changes in leadership styles and OC? The main gaps in knowledge, skills, and experience created by new national recruits and leaving or retiring expats need to be addressed in terms of organizational cultural changes as well as changes in management and leadership styles. The way knowledge is shared within ADGAS need to be driven away from the old Arab traditional way and replaced by a learning-oriented culture, which can be only achieved by building trust and motivation between both UAE nationals and expats. The processes of the knowledge cycle need to be reviewed and enhanced in accordance to the needs of each division with the aim to improve knowledge implementation bringing about performance excellence. It is recommended that similar research has to be conducted in other oil and gas companies within the UAE and in other Gulf states, as well as in government sectors, with emphasis on the issue of trust and the drainage of knowledge. Research is suggested to investigate how globalization is influencing the national culture (NC) of the UAE and how is that spilling into UAE organizational or corporate cultures.
Author: Saeed Mousa
Publisher: GRIN Verlag
ISBN: 3668269173
Category : Business & Economics
Languages : en
Pages : 16
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Essay from the year 2016 in the subject Business economics - Operations Research, , language: English, abstract: Innovation does not occur on its own accord, rather, it must be triggered by varying factors. There is the need for the company or business entity to find, as well as foster talent. Additionally, non-technical innovation may be driven by managers, who mainly take the role of mentorship in the organization. This creates a relationship that acts as a driver to innovation in both the long-term and short-term. Talented managers have proper comprehension of the importance of relationships, wherein an emotional commitment of an individual to another has the capacity to make a difference. The quality of relationship between managers and employees would have a bearing on the capacity to leverage the relationship. Employees or knowledge workers are the major sources of knowledge and are crucial to the creation, capture, as well as sharing of knowledge in business entities. There are two types of knowledge, tacit and explicit. Explicit knowledge is expressed in numbers and words and can be easily shared and communicated in form of scientific formulae, hard data, universal principles and codified procedures. Tacit knowledge, on the other hand, revolves around personal and hard to formalize knowledge, which makes it extremely difficult to share or communicate with other people. It is also to be recognized that knowledge sharing is very crucial for knowledge management systems. It can be achieved through contributions, interactions, informal techniques and communal approach. There are questions about the elements that determine the absorptive capacity of a business entity. There are three groups of factors that are assumed to determine or have a bearing on the absorptive capacity. The first group, there are the research and development activities, second category are the prior related knowledge and the individual skills, and the third are the human resource management practices and the organizational structures. A business entity’s knowledge base also comes as a basis for the performance of the company. This means that there exists a strong relationship between the skills associated with knowledge and the performance of the corporate entity. There is a relationship between absorptive capacity and knowledge sharing. Knowledge sharing in business entities is a critical process that requires to be attained and developed at all times so as to attain sustainable advantage.
Author: Ramlee Abdul Rahman
Publisher:
ISBN:
Category :
Languages : en
Pages : 462
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Knowledge sharing is essential in the implementation of any knowledge management initiative. The real sharing required is between the employees and their co-workers. The actual success depends on individuals' willingness to encourage and share their organisational knowledge through internal organisational social exchanges. The process requires the element of reciprocal arrangement and trust. It requires intra-team trust and intra-team relational bonds, leadership and also intercultural training that foster regular and frequent mutual cross-cultural exchange of ideas. The real advantage of knowledge management initiatives can be realised by truly empowering the employees. The study attempted to elicit enlightenment on the relationship and state of the knowledge sharing practices among the researchers and officers of the National Institutes of Health Malaysia (NIH). How they perceived the planned changes would lead to the improvement in the governance and organisational structure of the NIH. What are the possible driving forces capable of inspiring members of the NIH to embrace the culture of knowledge sharing. This study employed survey research method to obtain the perception of the researchers and officers of the NIH with regards to knowledge sharing practices. The questionnaire was distributed to 400 respondents from the six research institutes under NIH, namely Institute for Medical Research (IMR), Institute for Public Health (IPH), Network for Clinical Research Centres (CRC), Institute for Health Management (IHM), Institute for Health Systems Research (IHSR) and Institute for Health Promotion (IHP). Data from the survey was systematically arranged, tabulated and analysed using descriptive and inferential statistics. The strength and relationship between the variables were examined using Pearson 'r' correlation coefficient to answer and test the research questions and hypotheses. Factor analysis was used as the exploratory technique to reduce and define factors influencing knowledge sharing practices in the NIH. The procedure was employed to confirm the six elements in the top management support and commitment factor, the six elements of the environment and infrastructure factor, and the four elements in the culture of knowledge sharing factor. The responses seem to indicate in essence, the arguments with regards to knowledge sharing always hinge within the context of encouraging and rewarding the practices of organisational knowledge sharing. The findings suggest four factors namely Environment and Infrastructure, Management Support, Culture and Technology as significant determinants in influencing the organisational knowledge sharing practices among the employees. Nonetheless, the study only deliberates the perceptual aspect of the issue from the individuals' opinion and sentiment.
Author: Hareya Gebreslassie
Publisher:
ISBN: 9783659236020
Category : Knowledge management
Languages : en
Pages : 0
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Author: Yaser Hassan Hassan Al-Qadhi
Publisher:
ISBN:
Category : Knowledge management
Languages : en
Pages :
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Author: Khaled Chiri
Publisher:
ISBN:
Category : Communication in organizations
Languages : en
Pages : 143
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There is currently an inadequate understanding of what influences an individual to voluntarily engage in knowledge sharing activities within an organisation. Knowledge sharing in organisations is a complicated process with an infinite number of factors affecting how it really functions (2007, p. 119). Thus, understanding factors that would encourage or inhibit the intention of employees to share their knowledge with others is paramount to the future success of knowledge sharing initiatives in the workplace. This research considers three organisational conditions (organisational commitment, expected rewards and incentives and trust) and one personal characteristic (learning orientation) that influence the intention of employees to share their knowledge with others within an organisation. These factors are drawn from existing empirical studies and are combined with new variables introduced from a social cognitive perspective of intention to engage in behaviour. This study used Ajzen s theory of planned behaviour (TPB) to develop and test a research model to assess factors that influence knowledge sharing intentions. The data are derived from 287 respondents working in one of the leading oil and gas organisations in Australia. Structural equation modelling (SEM) was used to evaluate the research model. The analytical results showed that the research model fit the data well. Perceived social influence on knowledge sharing and personal control for knowledge sharing were found to significantly and directly affect intention. Contrary to common belief, attitudes toward knowledge sharing had no significant effect on intention to share knowledge. Learning orientation and trust had indirect effects on intention to share knowledge through personal control whereas expected rewards and incentives had indirect effects on intention to share knowledge through perceived social influence. Another surprising result is that, whilst organisational commitment positively influenced attitudes toward knowledge sharing, it had no significant effect on perceived social influence or personal control. When almost all respondents have positive attitudes toward knowledge sharing, what brings some but not others to share their knowledge? Why are perceived social influences and personal control important? A key insight from this research was that, sharing knowledge is governed by the strength of perceived social influence and supported by personal control in the form of adequate skills and capability rather than from having positive attitudes toward knowledge sharing. This research has also shown that employees who feel the organisation continues to reward them, who are confident in their ability to share, who can trust their work colleagues and management, and who have high aspirations for acquiring and developing new skills, are more willing to engage in knowledge sharing activities.
Author: Angela Titi Amayah Ntala
Publisher:
ISBN:
Category :
Languages : en
Pages : 139
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There is a lack of understanding of the factors that determine one's motivation to share knowledge within a public sector community of practice, or the impact of knowledge sharing on the work performance of members. The purpose of this study was first to investigate how motivational factors, enablers and barriers influence knowledge sharing within a community of practice in a public organization and, second, to examine how community of practice members' work performance is associated with knowledge sharing.
Author: Omran Mohamed Al Shamsi
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 294
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The purpose of this research is to identify the critical factors impacting the knowledge sharing in Technology-Intensive organizations in UAE and to propose a factors priority hierarchy by using Analytical Hierarchical Process (AHP) model for technology organizations. This research is designed by composing multi-criteria which should support the decision-making for knowledge sharing factors. & sub-factors to identify the most critical factors impacting the knowledge sharing in Technology -Intensive organizations to deal with this complexity of multi-criteria to support the decision-making process. AHP method has been used in this research to identify the critical factor impacting the knowledge sharing in Technology-Intensive organizations. Results show that organizational Leadership is the most critical factor impacting the knowledge sharing in Technology-Intensive organizations for two different sectors of this research the services and manufacturing where both Organizational Culture and Organizational Strategy where part of top three but in a different order. Also, for sub-factors, the leadership integrity and trust ranked first, and leadership decision-making ranked second for both sectors. Results are derived from AHP survey targeting 15 responses from each sector the services and manufacturing considered as an intensive-technology organization in UAE, therefore these cannot be generalized. Future research with different than technology field and countries are required to better understand the whole picture of knowledge sharing. To have successful knowledge sharing practices in Technology-Intensive organizations, it is essential that all factors and sub-factors of its impact on the organization are understood and treated well.
Author: Sheng Wang
Publisher:
ISBN:
Category :
Languages : en
Pages : 290
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