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2007, Arthur Andersen 1996), technology (Riege 2005, McAdam and McCreedy 1999), organizationa and financial aspect culture (Haydak 1998, Huang et all 2008, Sun and Scott 2005), s (Holsapple and Joshi 1999). Basically, Holsapple and Joshi (2000) classified these elements into three broad sets of factors that directly and indirectly determine he fate of a KM project. They are 1) managerial influences, 2) resource influences and 3) environmental influences. Each of these main factors, as demonstrated in Fig ure 5, comprises of several components that contribute to the overall KM process. This framework is applied to the context of Dubai’s public sector to assess the exten Dubai. to which they play out in the management of knowledge in Bon GANA EE Late A study conducted by Anantatmula (2008) finds that selecting a capable leader is the first step organizations should take, even before putting together a plan or strateg) for KM program. The important role of the leader resides in effectively approachinc and obtaining the necessary support from the top management and in constructin¢ the human and technological infrastructures needed for the KM project. Also, the leader provides the conditions and general atmosphere that allow the processes tc operate efficiently. This would be done by empowering and incentivizing individuals to share knowledge, making sure required tools are available and function accordin¢ to the needs of the organization.

Figure 7 2007, Arthur Andersen 1996), technology (Riege 2005, McAdam and McCreedy 1999), organizationa and financial aspect culture (Haydak 1998, Huang et all 2008, Sun and Scott 2005), s (Holsapple and Joshi 1999). Basically, Holsapple and Joshi (2000) classified these elements into three broad sets of factors that directly and indirectly determine he fate of a KM project. They are 1) managerial influences, 2) resource influences and 3) environmental influences. Each of these main factors, as demonstrated in Fig ure 5, comprises of several components that contribute to the overall KM process. This framework is applied to the context of Dubai’s public sector to assess the exten Dubai. to which they play out in the management of knowledge in Bon GANA EE Late A study conducted by Anantatmula (2008) finds that selecting a capable leader is the first step organizations should take, even before putting together a plan or strateg) for KM program. The important role of the leader resides in effectively approachinc and obtaining the necessary support from the top management and in constructin¢ the human and technological infrastructures needed for the KM project. Also, the leader provides the conditions and general atmosphere that allow the processes tc operate efficiently. This would be done by empowering and incentivizing individuals to share knowledge, making sure required tools are available and function accordin¢ to the needs of the organization.

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meaning and present little value for decision making or any other activities (Sebran and Luan 2002). For data to be meaningful, they have to be processed and molded in a certain context. This leads to information, which is an organized and contextualized set of data. Knowledge; however, is “information in action” as O’Dell et al (1998) put it, or “meaning made by the mind” (Marakas 1990). Knowledge without clear meaning is information or even data. Hence, knowledge is the combination of an individual’s judgment, reflection and analysis of the information perceived. The transformation of information into knowledge goes through four processes in the individual’s mind: comparison, consequence, connection and conversation (Davenport and Prusak 1998). Knowledge is necessarily about beliefs, commitment, perspectives, intention and action (Nonaka 1994). The aggregated knowledge guides the decision maker to take the right steps for planning and action.
meaning and present little value for decision making or any other activities (Sebran and Luan 2002). For data to be meaningful, they have to be processed and molded in a certain context. This leads to information, which is an organized and contextualized set of data. Knowledge; however, is “information in action” as O’Dell et al (1998) put it, or “meaning made by the mind” (Marakas 1990). Knowledge without clear meaning is information or even data. Hence, knowledge is the combination of an individual’s judgment, reflection and analysis of the information perceived. The transformation of information into knowledge goes through four processes in the individual’s mind: comparison, consequence, connection and conversation (Davenport and Prusak 1998). Knowledge is necessarily about beliefs, commitment, perspectives, intention and action (Nonaka 1994). The aggregated knowledge guides the decision maker to take the right steps for planning and action.
Organizational knowledge refers to the learning activities that take place within the boundaries of a certain organization and its main components are the tacit and explicit forms of knowledge. The intricate task; however, rests in transforming tacit knowledge to explicit. Tacit knowledge is a fundamental asset to organizations as studies have shown that managers get two thirds of their information and knowledge from informal and formal face to face meetings or phone conversations (Davenport and Prusak 1998). Moreover, the exchange of tacit knowledge provides employees with first hand experiences and ideas about successful or failed endeavors. It fuels their confidence when they conduct a particular task as they learn the mistakes of their peers and they try to avoid them. Finally, the social/cultural form of knowledge refers to what individuals unconsciously acquire through the social or cultural values of their societies. This knowledge affects their attitudes and behavior in the work environment and determines the level of trust bestowed on their colleagues (Nonaka and Peltokorpi 2006). It is crucial to appreciate this form of knowledge to better guide and motivate employees to share knowledge. Hence, the role KM is to ascertain that organizational knowledge is appreciated, systematically organized, maintained and shared. This leads to effective use of the organization’s intellectual capital and eventually contributes to the creation of new knowledge.
Organizational knowledge refers to the learning activities that take place within the boundaries of a certain organization and its main components are the tacit and explicit forms of knowledge. The intricate task; however, rests in transforming tacit knowledge to explicit. Tacit knowledge is a fundamental asset to organizations as studies have shown that managers get two thirds of their information and knowledge from informal and formal face to face meetings or phone conversations (Davenport and Prusak 1998). Moreover, the exchange of tacit knowledge provides employees with first hand experiences and ideas about successful or failed endeavors. It fuels their confidence when they conduct a particular task as they learn the mistakes of their peers and they try to avoid them. Finally, the social/cultural form of knowledge refers to what individuals unconsciously acquire through the social or cultural values of their societies. This knowledge affects their attitudes and behavior in the work environment and determines the level of trust bestowed on their colleagues (Nonaka and Peltokorpi 2006). It is crucial to appreciate this form of knowledge to better guide and motivate employees to share knowledge. Hence, the role KM is to ascertain that organizational knowledge is appreciated, systematically organized, maintained and shared. This leads to effective use of the organization’s intellectual capital and eventually contributes to the creation of new knowledge.
Figure 2: Awareness of KM in Dubai’s public sector wwEoee aSsy Wwe SEE FAME ee oe a eWaaeer a ee sa www ae Successful implementation of KM programs is contingent on the clarity of the concept to all members in the organization. One of the major obstacles that government entities have faced while adopting KM programs in Dubai is the vagueness of the concept to people. All the interviewed and surveyed organizations indicated this challenge. For example, Dubai Courts states that it was hard to explain and clarify what KM meant to everyone at the courts. It was also more difficult to decide which department should be responsible for it- IT, HR, or others. KM was a new concept for managers and employees alike at the Court.. This created difficulties in implementing the program. But with training programs, workshops and lectures, the Court managed to better clarify the meaning of the concept. Similarly, Dubai Police asserts that the concept of KM is still vague to most employees at the institution despite the incessant efforts to make it feasible and clear. Dubai Police organized workshops and training sessions to inform the employees about the importance and meaning of KM.
Figure 2: Awareness of KM in Dubai’s public sector wwEoee aSsy Wwe SEE FAME ee oe a eWaaeer a ee sa www ae Successful implementation of KM programs is contingent on the clarity of the concept to all members in the organization. One of the major obstacles that government entities have faced while adopting KM programs in Dubai is the vagueness of the concept to people. All the interviewed and surveyed organizations indicated this challenge. For example, Dubai Courts states that it was hard to explain and clarify what KM meant to everyone at the courts. It was also more difficult to decide which department should be responsible for it- IT, HR, or others. KM was a new concept for managers and employees alike at the Court.. This created difficulties in implementing the program. But with training programs, workshops and lectures, the Court managed to better clarify the meaning of the concept. Similarly, Dubai Police asserts that the concept of KM is still vague to most employees at the institution despite the incessant efforts to make it feasible and clear. Dubai Police organized workshops and training sessions to inform the employees about the importance and meaning of KM.
Note: These percentages do not sum up because respondents were asked to give multiple answers Figure 3: Terms used for KM in Dubai’s Public Sector
Note: These percentages do not sum up because respondents were asked to give multiple answers Figure 3: Terms used for KM in Dubai’s Public Sector
Moreover, policemen are strongly encouraged to write about the new cases they have encountered and how they solved them. Financial incentives are provided for those who regularly write articles about their experiences. In the Police Aviation department, pilots are required to document their experiences and mistakes they make and explain how they solve them. Also, there are regular training workshops where pilots are introduced to new practices and are obliged to use certain manuals that carefully capture details about the most recent techniques in the aviation industry. This allows the transfer of knowledge from the experienced to the less experienced among the police and insures that their tacit knowledge is exchanged among all the employees.
Moreover, policemen are strongly encouraged to write about the new cases they have encountered and how they solved them. Financial incentives are provided for those who regularly write articles about their experiences. In the Police Aviation department, pilots are required to document their experiences and mistakes they make and explain how they solve them. Also, there are regular training workshops where pilots are introduced to new practices and are obliged to use certain manuals that carefully capture details about the most recent techniques in the aviation industry. This allows the transfer of knowledge from the experienced to the less experienced among the police and insures that their tacit knowledge is exchanged among all the employees.
Figure 6: Role of Leadership in Dubai’s KM Projects Survey data provides a clear image of the role leadership plays in KM programs within Dubai’s public sector. Previous studies indicate that there are three mair sources of leadership that can steer KM programs: establishing a central unit for KM chief officers responsible for overseeing the implementation and effective operatior of KM processes and knowledge champions who directly work with employees anc facilitate the creation, documentation and sharing of knowledge. In our survey o Dubai public sector, organizations were asked to specify whether they have any of these elements in place. As Figure 6, shows, 66% of surveyed organizations do no currently have a central unit for KM programs, 67% do not have chief KM officers and 80% do not have KM champions. Unfortunately, these results show tha government entities in Dubai are not fully aware of the instrumental role leadershir plays in driving KM programs and establishing the right environment that will allow them to function effectively.
Figure 6: Role of Leadership in Dubai’s KM Projects Survey data provides a clear image of the role leadership plays in KM programs within Dubai’s public sector. Previous studies indicate that there are three mair sources of leadership that can steer KM programs: establishing a central unit for KM chief officers responsible for overseeing the implementation and effective operatior of KM processes and knowledge champions who directly work with employees anc facilitate the creation, documentation and sharing of knowledge. In our survey o Dubai public sector, organizations were asked to specify whether they have any of these elements in place. As Figure 6, shows, 66% of surveyed organizations do no currently have a central unit for KM programs, 67% do not have chief KM officers and 80% do not have KM champions. Unfortunately, these results show tha government entities in Dubai are not fully aware of the instrumental role leadershir plays in driving KM programs and establishing the right environment that will allow them to function effectively.
Figure 7: Assessment of KM Performance in Dubai’s Public Sector Therefore, KM programs’ performance should be continuously subjected tc evaluation. Government entities in Dubai use different instruments to assess the performance of their KM programs. 39% indicated that they use international KM best practices’ indicators to assess their practices and to compare between thei performance and that of other organizations. Moreover, 27% of respondents rely or written feedback on KM achievements and only 14% use balance scorecard for tha purpose. Interviews with Dubai Courts reveal that they rely on surveys they administer annually among all its employees, including judges, to assess the successes, the challenges, failures and opportunities for improvement. The results o these surveys help the Courts realize where they stand in terms of the achievements of the KM program and its progress.
Figure 7: Assessment of KM Performance in Dubai’s Public Sector Therefore, KM programs’ performance should be continuously subjected tc evaluation. Government entities in Dubai use different instruments to assess the performance of their KM programs. 39% indicated that they use international KM best practices’ indicators to assess their practices and to compare between thei performance and that of other organizations. Moreover, 27% of respondents rely or written feedback on KM achievements and only 14% use balance scorecard for tha purpose. Interviews with Dubai Courts reveal that they rely on surveys they administer annually among all its employees, including judges, to assess the successes, the challenges, failures and opportunities for improvement. The results o these surveys help the Courts realize where they stand in terms of the achievements of the KM program and its progress.
Figure 8: Employees’ and Data Protection
Figure 8: Employees’ and Data Protection
be successful and 17% very successful in enhancing the staff skills, abilities and knowledge. However, the results snow aitterent patterns in terms of the actual utilization oi competence. It was found that the skills, abilities and experiences of employees are not fully recognized or utilized by most public organizations in Dubai. Figure 11 demonstrates that 0% of respondents indicated that their skills were fully utilized, 37% indicated that their skills were highly utilized, 39% utilized, and 17% indicated poor utilization. To some extent, these figures show that although employees’ skills and abilities are available, they are not always well recognized by their organizations. This is consistent with the findings of other cross-national studies conducted in the region. For example, Gabriella et al (2008) found that underutilization of the labor capacity of nationals stands as one of the main human capital challenges in the UAE, Qatar and Oman. Another study conducted by Al- Yahya (2009) in Saudi Arabia, Oman, and the UAE. It found that underutilization of human capital resources (knowledge, skills, and abilities) in the public sector averaged 47% in Saudi Arabia, 44% in Oman, and 40% in the UAE. These findings conclude that although skills and competencies are increasingly abundant, they are invariably under-utilized and un-activated and thus their potential contributions to performance are largely unrealized.
be successful and 17% very successful in enhancing the staff skills, abilities and knowledge. However, the results snow aitterent patterns in terms of the actual utilization oi competence. It was found that the skills, abilities and experiences of employees are not fully recognized or utilized by most public organizations in Dubai. Figure 11 demonstrates that 0% of respondents indicated that their skills were fully utilized, 37% indicated that their skills were highly utilized, 39% utilized, and 17% indicated poor utilization. To some extent, these figures show that although employees’ skills and abilities are available, they are not always well recognized by their organizations. This is consistent with the findings of other cross-national studies conducted in the region. For example, Gabriella et al (2008) found that underutilization of the labor capacity of nationals stands as one of the main human capital challenges in the UAE, Qatar and Oman. Another study conducted by Al- Yahya (2009) in Saudi Arabia, Oman, and the UAE. It found that underutilization of human capital resources (knowledge, skills, and abilities) in the public sector averaged 47% in Saudi Arabia, 44% in Oman, and 40% in the UAE. These findings conclude that although skills and competencies are increasingly abundant, they are invariably under-utilized and un-activated and thus their potential contributions to performance are largely unrealized.
Figure 11: Utilization of Staff Skills, Abilities and Experiences by Organizations
Figure 11: Utilization of Staff Skills, Abilities and Experiences by Organizations
As for providing the adequate incentives to encourage employees to share knowledge, survey data (Figure 13) shows that 39% of respondents confirm the lack of incentives in place for sharing knowledge. More importantly, 65% of indicated that sharing knowledge is not a criterion for assessing individual performance of employees. Dubai Government Excellence Program (DGEP) seems to have a positive influence on employees’ sharing of knowledge as 34% consider it a motivating factor. With regards to monetary incentives, only 25% indicated their use as motivation to share knowledge. To transfer and share knowledge, government entities in Dubai, with varying degrees, experimen extent, formal and in t with several techniques such as shadowing, and to a lesser formal meetings to secure the transfer and sharing of knowledge among their employees. For example, Figure 12 shows that 46% of respondents seek to systematica ly transfer knowledge from more to less experienced staff, 40% use shadowing employees as a form of capturing their tacit knowledge and benefiting from it. However, only 27% and 12% respectively indicated that they systematically organ ize formal and informal trainings related to KM. In fact, the lack of awareness of KM and its importance, which is one of the main challenges that government entities informal trainings. face, can be explained by this lack of sufficient formal and
As for providing the adequate incentives to encourage employees to share knowledge, survey data (Figure 13) shows that 39% of respondents confirm the lack of incentives in place for sharing knowledge. More importantly, 65% of indicated that sharing knowledge is not a criterion for assessing individual performance of employees. Dubai Government Excellence Program (DGEP) seems to have a positive influence on employees’ sharing of knowledge as 34% consider it a motivating factor. With regards to monetary incentives, only 25% indicated their use as motivation to share knowledge. To transfer and share knowledge, government entities in Dubai, with varying degrees, experimen extent, formal and in t with several techniques such as shadowing, and to a lesser formal meetings to secure the transfer and sharing of knowledge among their employees. For example, Figure 12 shows that 46% of respondents seek to systematica ly transfer knowledge from more to less experienced staff, 40% use shadowing employees as a form of capturing their tacit knowledge and benefiting from it. However, only 27% and 12% respectively indicated that they systematically organ ize formal and informal trainings related to KM. In fact, the lack of awareness of KM and its importance, which is one of the main challenges that government entities informal trainings. face, can be explained by this lack of sufficient formal and
Figure 13: Incentives for Sharing Knowledge Within Organizations
Figure 13: Incentives for Sharing Knowledge Within Organizations
Figure 16: Groups that Resist KM and Knowledge Sharing Our interviews found that there was considerable resistance from some groups towards of the idea of KM on the one hand, and to share what they know with others on the other. Figure 16 shows that middle management, administrators and officers ranked highest as the main source of resistance within government organizations by respectively scoring 31% and 30%. Moreover, 50% of respondents indicated that comfort with the status quo and fear of the unknown were major concerns that discourage taking new practices that they are not sure about what their outcomes could be. DEWA, KHDA and Dubai Courts stated that they witnessed levels of resistance among their employees who were habitually attached to and defensive of their old ways of doing things. Changing their behavior and attitudes is a hindrance to successful KM. Lastly, different cultural and linguistic backgrounds of individuals within one organization, which characterize the workforce in the GCC countries, was cited by 38% of respondents as a challenge to knowledge sharing.
Figure 16: Groups that Resist KM and Knowledge Sharing Our interviews found that there was considerable resistance from some groups towards of the idea of KM on the one hand, and to share what they know with others on the other. Figure 16 shows that middle management, administrators and officers ranked highest as the main source of resistance within government organizations by respectively scoring 31% and 30%. Moreover, 50% of respondents indicated that comfort with the status quo and fear of the unknown were major concerns that discourage taking new practices that they are not sure about what their outcomes could be. DEWA, KHDA and Dubai Courts stated that they witnessed levels of resistance among their employees who were habitually attached to and defensive of their old ways of doing things. Changing their behavior and attitudes is a hindrance to successful KM. Lastly, different cultural and linguistic backgrounds of individuals within one organization, which characterize the workforce in the GCC countries, was cited by 38% of respondents as a challenge to knowledge sharing.
Related topics:
Public AdministrationPublic ManagementKnowledge ManagementKnowledge & Creativity ManagementCorporate Social ResponsibilitySociology of KnowledgeManagement of InnovationInnovation and Knowledge ManagementHRM and KnowledgeKnowledge Representation and Reasoning
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