generally on the mean as an accurate representation of the data. (1996), ‘‘Organizational development in the Arab world’, Aranda, D. and Fernandez, L. (2002), ‘‘Determinants of innovation through a knowledge-based theory. Nayla also played a key role in founding the IT Society in, University of Bahrain and effectively participated in boosting the performance of the newly, established Society. some of its staff and due to lack of time. (2003), ‘‘Instilling, Knowledge-based Enterprise, available at: http://business.queensu.ca/kbe/docs/Smith-McKeen, Syed-Ikhsan, S. and Rowland, F. (2004), ‘‘Knowledge management in public organizations: a study on. It covers a substantial body of literature suggesting that self-control operates on a limited resource, which becomes depleted with use. The Lean Methods Group has helped dozens of organizations develop and implement sustainable change. The disagreement was higher at about 42, with a high abstention rate of 27 percent. Private sector participants were from Investcorp, Ahli United, Holding, Arab Company for Financial Services, BNP Paribas Bank, United Gulf Bank, Kuwait, Semi-structured interviews were used as a supporting, Several interviews were conducted with employees from different organizational levels with, disregard to their job categories. Some 95 percent of executives describe cultural fit as critical to the success of integration. The results may also be generalized, world, which are also known to share similar beliefs, Indeed, many studies previously conducted examined the impact, Arab world in general on certain organizational issues such as, change, management and leadership (Wilikins, 2001; Yusuf, 1998; Ali, 1996). This paper evaluates several trust levels for IS personnel. As a result, we’ve been able to reduce change management to six critical factors that are key to enabling a successful change effort. Implications for practitioners are then discussed. Therefore obviously further research is required in order to validate the ﬁndings of this, Al-Alawi, A.I. Al-Alawi (2005), Knowledge management initiatives are weak in Bahraini organizations because they deployed, technology and ignored cultural and organizational development issues that are seminal to any. However, the establishment of informal collaboration networks demands a certain level of trust, commitment to the group, and to the work that the group is to perform (Al-Alawi, People break diets, procrastinate in the face of looming deadlines, imbibe too much alcohol the night before a midterm, struggle to save money, and lash out at loved ones and family members. Therefore, the fourth hypothesis is conﬁr. Separate ofﬁces sometimes encourage, ofﬁces in terms of the size and other features. Melalui penelitian ini, diasumsikan bahwa untuk mengembangkan kemampuan inovasi UKM di industri kreatif, knowledge sharing diperlukan, di mana kepercayaan merupakan faktor fundamental penting dalam literatur manajemen pengetahuan, khususnya knowledge sharing. Human interaction is, greatly enhanced by the existence of social networking in the workplace. Even though this paper’s focus was on Bahraini organizations, the results could be easily, generalized to other Gulf States (Qatar, Saudi Arabia, Kuwait, United Arab Emirates and. the relationship between organizational elements and the performance of knowledge transfer’’, Wilikins, S. (2001), ‘‘Management development in the Arab Gulf States: the inﬂuence of language and. The paper concludes with a discussion of the way in which changes in the pattern of consulting services has implications for the sort of knowledge that various consulting firms wish to codify, the dangers associated with codification and the means by which these can be managed. This study is motivated by the desire to explore the role of the national organizational. Bixier, C. (2002), ‘‘Practical critical success factors for KM implementation’’, Civi, E. (2000), ‘‘Knowledge management as a competitive asset: a review’. Bearing in mind that the majority of the respondents provided positive, answers to knowledge sharing questions, only 59 percent of them agreed they have not. A critical success factor is a capability, activity or condition that is required for a mission to be successful.Success factors aren't measurements of success but rather something that needs to be done well in order to achieve objectives.The following are illustrative examples. However, due care should be exercised in identifying them due to the largely qualitative approach to identification, leaving many possible options for the factors and potentially results in discussions and … As a result, they. These factors deﬁne people’, beliefs and behaviours, and thus exercise strong inﬂuen, organizations. The company’s organizational culture motivates employees to contribute to the overall innovation of the business and its products. Secondly, this study provides an empirical support that self-efficacy has mediating effect. Let's Really Learn from Projects. In order to preserve the accuracy of the measurement, each, . As explained earlier, in the literature review, sharing feelings, are both indicators of interpersonal trust. The Practice and Challenges of Knowledge Management In Financial Sectors in Bahrain, Organizational development in the Arab world. Please refer, respective organizations. fail to reinforce knowledge sharing behaviors. complicated layers and lines of responsibility with certain details of information reporting, structures in slowing the processes and raising constraints on information ﬂow. For each of the cultural factors, the mean scores for, the three knowledge sharing categories were compared to observe whether the pattern of, growth or decline in the means’ values, moving from the poor to the excellent knowledge. Additionally. The most important organizational factors of KS are social communications and relations, and team and group work (Connelly & Kelloway, 2003;Eghbu & Robinson, 2005;Lin & Lo, 2015;Lindsey, 2002), organizational structures (Willem & Buelens, 2009; Al-Alawi, Al-Marzooqi, Mohammed, 2007; Liao et al., 2004), organizational culture, ... Information technologies are applied to manage the organizational knowledge capital (Muthukumar and Hedberg, 2005), facilitate knowledge management implementation, aid reductions of the time spent and space barriers (Pinho et al., 2012;Rathi et al., 2014). groupware, e-mail, intranet), When participants were asked if they felt comfor, nearly 81 percent agreed, close to 7 percent disagreed and about 12 percent were, reward employees who share their experience with colleagues. Nearly 66 percent noted that collaboration and teamwork enhance knowledge, sharing. Once, created, knowledge cannot be imitated or substituted, which makes it a. resource to all businesses (Cabrera and Cabrera, 2002). Kharabshesh (2008) Enabling factors of knowledge sharing Some factors identified as being influential in a knowledge sharing culture include trust, demographics, positive orientation, and reward 4. a survey and a number of interviews with staff from various organizat. category scored the lowest value at 3.03. Characterizes the organizations represented in the sample by reference to two scales of measure. Prince Ofﬁce and Central Informatics Organization. perceptions in the organization (McDermott and O’Dell, 2001). An exception would be the reward, system, for which the standard deviation reached 1.3. situations. The Analysis of Variance (ANOV, Griffen, 2002; Sayed-Ikhsan and Rowland, 2004), (one-way ANOVA) test was used to compare the means of the ﬁve factors between. This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. So your corporate culture needs to change. It helps to create organizational norms and values that focus on collaboration, respecting, and working with people from all cultures, keeping criticism constructive, and sharing information. Besides, most of the previously carried out studies have not examined the whole knowledge management cycle. currently works in United Gulf Bank, Credit and Risk Management as a Financial Analyst. information systems also increases. Traditional governmental institutions known for excessive formality and, bureaucracy in procedures were not included mainly due to the, English skills between staff). The model is derived from (1) a critical examination of knowledge management theory, and (2) the result of an empirical research conducted in Computer Sciences Corporation (CSC). T, existence of trust in order to respond openly and share their knowledge (Gruenfeld, conversations and the use of body language while communicating. These types and bases of trust are then applied to the knowledge management processes (knowledge generation, knowledge codification, knowledge transfer, and knowledge application) to create better understanding of the possible relationships between trust and the knowledge management processes, and which processes require which type of trust for knowledge management success. On the other hand, respondents had varying opinions regarding sharing personal, information with their peers at work. Yusuf, D.A. in Business Information Systems, from University of Bahrain. Another participant highlighted an additional advantage of open-disks design: Open disks raise a sense of equality between staff. Moreover, knowledge is more complicated than information, information results, from organizing data into meaningful forms. The organization's culture has been an important competitive advantage for the Company. Her outstanding communication and speech, skills qualiﬁed her to participate in the National Millennium Speech Contest, in which, participation was restricted to outstanding speech deliverers or previous winners. The work of Gupta and Govindarajan (2000) can better be understood through Figure 1. According to Davenport et al. This chapter suggests that a major reason why, Social relationships are intricately tied to health and well-being and people are motivated to form and maintain interpersonal bonds. For this purpose, a literature review of 169 articles (both qualitative and quantitative studies) has been conducted that have attempted to provide evidence of their relationship. The main aim of the study is to find out the non-monetary factors that influence the knowledge sharing behaviors. Knowledge sharing is critical to a ﬁrm’s success (Davenport and Prusak, 1998) as it leads to, faster knowledge deployment to portions of the organization that can greatly beneﬁt from it, According to Gupta and Govindarajan (2000), organizational culture involves six major. That is, more, than 50 percent of the participant organizations were from the private sector, organizations are known to be modernized and are characterized by ﬂexible. Keunggulan kompetitif berkelanjutan dari usaha kecil dan menengah (UKM) di sector industri kreatif dapat ditunjukkan melalui kemampuan inovasi. We then review evidence that the strength of approach and avoidance social motives and goals is strongly linked to social outcomes through several behavioral, cognitive, and affective processes. 22-42. https://doi.org/10.1108/13673270710738898, Copyright © 2007, Emerald Group Publishing Limited. overcome work stress through building informal friendships. Design/methodology/approach – The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors. Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing. Moreover, organizational culture has been found to have a significant effect on the implementation of technology ( McDermott and Stock, 1999 ; Lewis and Boyer, 2002 ) and total quality management (TQM) practices ( Beer, 2003 ; Detert et … mentioned without reference to the names or organizations of the interviewees. Shared Vision governmental sector institutions where organizational politics dominates a role in, hoarding knowledge. Organizational culture is measured as a critical factor promoting knowledge sharing among employees. in the ﬁeld of research from University of Bahrain. people fail at self-control is because it relies on a limited resource. C… However, information systems/technology received mixed support. Knowledge sharing dilemmas, Organization Studies, Vol. In addition, one of the interviewees commented as follows: It is hard to say that there is a high level of trust in my workplace. According to their knowledge sharing assessment, respondents were divided, categories: excellent, good and poor. Interpersonal trust or trust between co-workers is an extremely essential attribute in, . Alternatively, future researchers could dedicate a separate study to highly, politicized institutions to allow deeper investigation of knowledge transfer barriers and to. The third hypothesis is conﬁrmed: Similarly, the lowest mean for the reward system is corr. Swan, J., Newell, S., Scarbrough, H. and Hislop, D. (1999), ‘‘Knowledge management and innovation: Adel Ismael Al-Alawi is an Assistant Professor of Management Information Systems at the, University of Bahrain. The employees in their own way contribute to the culture of the workplace. Organizational culture sets the context for everything an enterprise does. This, organization hires many expatriates, who have a very low level of trust in citizens. a conﬁrmatory interview to collect supporting data. Or visit our web site for further details: ... . with sharing and knowledge sharing in organizations. The idea is to introduce processes in which sharing information, and horizontal communication are encouraged and indeed rewarded. With regards to information systems, the mean is 3.35 for the poor knowledge sharing. organizational culture, which is believed to have a strong inﬂuence over knowledge sharing. It is unrealistic to, willing to easily offer knowledge without considering what may be gained or lost as a result of, Managers must consider the importance of collaboration and sharing best practices when, designing reward systems. These results should be of notice for management in IS organizations because they must understand the perceptions of their employees as they conduct business both internally in their organization and in dealing with potential customers or clients. The author explores the circular relationship between learning and performance in projects and identifies the means and attitudes required to support this circular relationship both within projects and between projects. Moreover, weak KS is dominant in the subject's organizations with an indirect aim and non-systematic circulation among the staff. There are several factors which affect the organization culture: The first and the foremost factor affecting culture is the individual working with the organization. In other words, information systems and knowledge. ... Liao et al., 2008;Lindsey, 2002;Sandhu et al., 2011;Schauer et al., 2015). Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. knowledge rather than personal knowledge. successful knowledge management project or system. Oman). Such rewards must. CEO Dianne Wilkins says, "Our greatest threat for years to come centers on talent." Additionally. https://doi.org/10.1108/13673270710738898. The sig. Dalam literatur manajemen pengetahuan, knowledge sharing adalah upaya penting untuk mengembangkan kemampuan inovasi. Traditional organization structures are usually characterized by, strongly disagree. chance. Less attention has been given to identification and the personal codification processes of knowledge prior to the transfer. indicates the likelihood that the F ratio was obtained by. Purpose – This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. According to the table, the total standard error scores. The findings of this study shows that the managers of non-profit organizations in Iran can plan and practice the necessary regarding the implementation of KS and remove the drawbacks thereof. The hypotheses are formulated based on insights drawn by Social Exchange Theory (SET) and Conservation of Resources Theory (COR). They further argued that these factors are major source of innovation processes in the organization. Hence, the best option for a given organization would be to, investigate potential problems that may exist in its own culture and accordingly suggest the, Future researchers must beneﬁt from the limitations of this research. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group:identity and personal responsibility more salient. of the data because the data points are distant from the mean and vice versa (Field, 2000). A model is proposed to understand how knowledge is retrieved MNCs, with a specific focus on the draw on formation located in information technology (IT) systems. It aims at creating an environment. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. On the other hand, close to. advanced organizational cultures when compared to governmental sector organizations. information systems that facilitate knowledge sharing. Independent variables were measured by obtaining the respondents’ extent of agreement, with the existence of corresponding indicators in the work environment. results are all 0.000, the probability of obtaining the F ratio by. Around 66 percent thought that the level of knowledge, was good, 20 percent thought it was excellent while 14 percent believed knowledge sharing, Techniques used to facilitate knowledge sharing, knowledge sharing in organizations (respondents were allowed to choose, option). experience involving research and teaching MIS to undergraduate and postgraduate level. These factors define people's beliefs and behaviours, and thus exercise strong influence in the performance of business organizations. Other factors impacting team behaviors related to: local organizational culture, including management of staff behavior; variable case demands and team members' technical competence; fitness of organizational structures and processes to support teamwork. Prior to distributing the survey, the researchers, the three questions would yield comparable, be indicators to the same variable (knowledge sharing). In this article a conceptualization of social motivation that reflects the basic necessity for, Background: Many researchers believed that the reward mechanism is the most important factor that motivates knowledge sharing among individuals, however, this study thought to determine the non-monetary rewards and factors that would encourage and enhance individual’s ability to share their knowledge willingly in the. Jasinski, D. (2003), ‘‘Building knowledge creating environment in a global, proceedings of the Motorola S3 2003 Symposium. The study surveyed 168 information systems workers. been previously harmed as a result of sharing their knowledge. If you think you should have access to this content, click the button to contact our support team. In addition, since the sig. The disparity between the, distributions of the responses to these three questions may be attributed to respondents’, inability to accurately assess their habits or acknowledge their own mistakes. Consequently. respondents agreed, 10 percent disagreed and about 12 percent were neutral. Communication here refers to human interaction through oral, . (2005), ‘‘The practice and challenges of knowledge management in ﬁnancial sectors in, Ali, A. To rent this content from Deepdyve, please click the button. In an attempt to evidence appreciation and value for all people in driving organizational success as the culture for Honda Motor Co. Ltd, it is necessary to consider the meaning and elements of organizational culture. The second part of the book has a narrower focus, namely on improving the institutionalized level of learning in project-based organizations. Furthermore, the F ratio is calculated by dividing the variance of the data explained through, the model (the hypotheses) by the variance of the data unexplained through the model, (Field, 2000). 2007. arrive at effective recommendations to solve this problem. The general trust of people, trust of management and supervisors, and inter-organizational trust are evaluated. Focus Groups and Surveys. Because industries and situations vary significantly, there is not a one-size-fits-all culture template that meets the needs of all organizations. Comparing the direct-questions’ responses with the. Sharrat and Usoro (2003) Cultural components of knowledge sharing Organizational structure has been emphasized as a significant cultural component that influences knowledge 5. This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. Also, Finally, the analysis of the likely mediating effect shows that adoptions of self-efficacy has a significant impact in case of individual analysis of cultural variables and partial mediation indirect impact on employee performance. These factors are: trust, communication between staff, information systems, reward system and organization, A study of the impact of all cultural categories and descending factors on the success. One characteristic of an organization that is likely to affect the success of any management approach is its organizational culture (Schein, 1985). average responses helped verify the accuracy of the ﬁndings. According to Syed-Ikhsan and Rowland (2004), employees need a strong, . However, asked whether the problem of hoarding or keeping, percent agreed while the disagreement rate rose from 6 percent in, questions to about 32 percent. people, data and processes that interact to support daily operations, problem solving and, decision making in organizations (Whitten, Organizations use different information systems to facilitate knowledge, creating or acquiring knowledge repositories, where employees share exper, electronically and access to shared experience becomes possible to other staff (Connelly, motivator in order to share knowledge. Moreover, wherever necessary, measured through direct questions. Originality/value 201 data yang tersebar secara proporsional berhasil dikumpulkan dan dianalisis dengan PLS-SEM, dengan aplikasi SmartPLS 2.0M3. The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations. (2007), "Organizational culture and knowledge sharing: critical success factors", Journal of Knowledge Management, Vol. The second measure, which has been termed social rationale, reflects the extent to which training decision making stems from the mores of an Arabic culture. Virtual communities of practices are in this paper seen as a combination of the codification and the personalization strategies. – The conclusions of this study are based on interpreting the results of, Knowledge sharing, Trust, Communications, Organizati, Emerald Group Publishing Limited, ISSN 1367-3270, Organizational culture framework based on the work of Gupta and Govindarajan, . According to an interviewee: ‘‘Open disk policy is effective, in simplifying communication between staff, especially because generally people in, Bahrain don’t prefer to move a lot [between separate ofﬁces] while working.’, with expressing the importance of knowledge sharing for the success of the organization. their colleagues, about 32 percent disagreed and 18 percent were neutral. For instance, one gets confused when he/she must make an. their know-how and enjoying prosperity thereafter. Thus, the. Such factors must be, strongly emphasized in organizational cultures. information systems/technology and knowledge sharing in organizations. Visit emeraldpublishing.com/platformupdate to discover the latest news and updates, Answers to the most commonly asked questions here, (Department of Management Information Systems, University of Bahrain, College of Information Technology, Kingdom of Bahrain. the reward system to ﬁt employees’ needs and suit their objectives. The F ratio results, were high ranging from 8.171 to 14.244 for trust, indicates that the variance explained by the model is signiﬁcantly higher than. Input challenges are those that relate to the production of a knowledge base that is able to be shared within the firm. the organizational culture or due to other causes. Develop critical success factors that have a large impact on an organization’s performance – By definition, Critical Success Factors (CSF’s) are the “most critical” factors for organizations or individuals.