چکیده:
This research was conducted with the aim of helping to understand knowledge management and sharing in the public sector in the Middle East region through a case study based on investigating innovations, challenges, and obstacles facing knowledge. Semi-structured interviews were conducted with fifteen police officers at various ranks and levels. Questions focused on knowledge management strategies and approaches in order to encourage employees to exchange and share knowledge, as well as problems related to encouraging officers to share knowledge. Interviews were either transcribed after recording or notes were taken directly from them. A three-stage thematic analysis was also performed on the interviews. The Dubai Police force has a strategic commitment to developing knowledge management to increase its efficiency. This force started a skills investment program in 2003 and established the Knowledge Management Department in 2005 and the Training Department in 2009. However, evidence obtained from the interviews shows that the organization has not yet been able to instill a knowledge culture within the organization. Four potential key obstacles to knowledge sharing were identified: organizational structure, leadership, allocation of time, and trust. This article reveals the importance of leadership, allocation of time, and trust in the process of promoting a knowledge culture and encouraging knowledge sharing. In Arabic culture, the elements of leadership, trust, and related rewards, such as respect, play a special role in this process.
خلاصه ماشینی:
Trust among employees is perceived as a very important factor in encouraging them to share knowledge (Webster & Staples, 2008; Cheng et al.
Organizational structure: Organizational structure is noteworthy due to the significant effect it potentially has on communications and, consequently, on methods of knowledge sharing (Gorry, 2008; Grevesen & Damanpour, 2007; Scarbrough, 1995; Zhou & Fink, 2003) The organizational structure of the Dubai Police Force is a hierarchical structure with a number of departments, and each department also has several sections.
There is much evidence based on this that the hierarchical structure of the Dubai Police Force has a significant effect on communications and, consequently, on knowledge sharing at different levels of the organization.
This work has been carried out with a focus on acquiring tacit knowledge and converting it into explicit knowledge for the purpose of disseminating and sharing that knowledge; however, as a large public sector organization, Dubai Police is still struggling to make employees at all organizational levels aware of the importance of knowledge management; accordingly, only limited progress has been made toward achieving a knowledge culture.
Among the advantages of relational learning pathways, one can mention facilitating face-to-face communication, which helps build trust, as well as creating respect and friendship, which are considered important in knowledge sharing (Ghoshal & Nahapiet, 1998).
(2007) in their research on public sector organizations in China reached the conclusion that support and management position, along with communication between organizational levels and advanced information technology systems in the field of knowledge sharing, is considered an important matter.
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