Purpose-This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing. 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. This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter. 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. Findings-The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations. Research limitations/implications-The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation. Originality/value-Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world. These factors define people's beliefs and behaviours, and thus exercise strong influence in the performance of business organizations. This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad.
Purpose -The purpose of this paper is to explore barriers to the change management in the public sector of educational institutions such as public schools of the Ministry of Education in the GCC countries. The exploration of the research is based on the ADKAR change management model that consists of five key elements, which are awareness, desire, knowledge, ability and reinforcement. The ADKAR model was used for many reasons, among these reasons is that it allows management to separate the change process into parts, pinpointing where change is failing and addressing that impact point. Design/methodology/approach -Five public schools and employees from the educational directorate were taken as samples in this study. The unit of analysis was the employees, and data on these change drivers were collected from questionnaires and interviews. Findings -The study findings were articulated through strengths and weaknesses. The strengths were the desire to change and networking. The weaknesses were the knowledge element such as the absence of predetermining guideline for the implementation of the system; another observed weakness was in the leader's authority, where leaders do not have clear definition of authority and responsibility to take a decision; and finally the deficiency in performance appraisal for not being taken on regular basis and the rewarding system for not being linked to performance appraisal.Research limitations/implications -The information and feedback collected from the questionnaire may not represent all of the facts of the questionnaire subject; therefore, the researchers may have to use an unstructured interview to enhance the quality of information obtained. Due to the long bureaucratic procedures for issuance of permission from the higher research authorities (Scientific Research Directorate) to apply the questionnaire in the Ministry of Education, this took nearly three weeks, which was long considering the time available to end the research and resulted in a significant change in the project schedule.Practical implications -This study provides an empirical evidence that gives a deep insight about the elements that act as barriers to change in the public sector of educational institutions, as there are certain elements that are tied to the nature and characteristics of the public sector itself that act as barriers to change. Originality/value -Knowledge development is an essential part of the public sector development scheme. Effective training programs are the most important means to develop knowledge, considering that it has to be properly designed and delivered. Training programs should also be structured in a way that fills the knowledge gaps that exist between the present state and the future state. One useful technique for filling and assessing the gaps between the current state and future state requirements is by writing new job descriptions for employees, which should include details of knowledge and skills needed to perform that role during and after the transition.
Abstract:Computer networks have played a major role in expanding the operational boundaries in organizations today. Until now traditional methods of networking, which involves computers, wired directly to a hub or switch are the norm. Recent advances in networking technology have made it possible for devices to communicate using various light and wave emitting technologies. WiFi is a perfect example of one of these emerging technologies, which has enabled computers to communicate with each other without the use of traditional cables. The implementation of WiFi with respect to future market opportunities in the Kingdom of Bahrain will be discussed in this study. Finally, an analysis of various demographics will be outlined with particular concentration on the acceptance of WiFi by society in the Kingdom of Bahrain. Some concerns along with recommendations, which need to be taken into account when using WiFi are also outlined.
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