PurposeThe challenge of knowledge management (KM) is to determine what information within an organization qualifies as “valuable”. Not all information is knowledge, and not all knowledge is valuable. The key is to find the relevant and worthwhile knowledge within a vast sea of information. The main purpose of the paper was to ascertain the meaning managers ascribe to the concept of KM. This study was not intended to build or test theory, but does offer some insights into needed and relevant research in the area of KM.Design/methodology/approachThis empirical seeks sought to determine whether or not CEOs in UAE organizations are capable in managing knowledge to the advantage of the firm. The study sample consists of 102 managers in different organizations in Abu Dhabi/UAE, reflecting their attitudes towards KM.FindingsSeveral managers expressed concerns over technological issues. These issues related to technical infrastructure and security of data on the internet. The finding was that Knowledge should make a difference in some way, materially or spiritually, and that KM resources will be best employed by organizations utilizing technology as a long‐term investment.Originality/valueThis paper fulfils and identifies needs and offers new thought to individuals in the field of management and information technology.
Purpose -This paper aims to explore the nature and the function of teamwork cohesiveness in organizations in the UAE. Design/methodology/approach -While many organizations are successful at managing the materials and machinery of the organization, they fall short in managing the human side of their business. This research addresses and assesses how teams can progress to be of maximum use through teamwork and to view teams as performing organizational units which is similar to other studies that focus on teamwork processes. Teamwork cohesiveness is defined as a small number of people with complimentary skills who are committed to common purposes, performance goals, and approaches for which they hold themselves mutually accountable. These include being a team player with participation propensity, cooperative behaviors, and leadership skills. A model was tested, relating teamwork cohesiveness with intelligence and skills; reduce conflict, and 2D of organizational commitment, i.e. value, and performance. Survey data from 76 teams (n ¼ 294) were collected in three industrial institutions in the UAE. Findings -The results are supportive of a multi-component structure for cohesiveness and of its importance to the functioning of teams and organizations. Teamwork cohesiveness appeared strongly related with team member's attitudes towards the organization. Cohesiveness between team members was positively associated with value commitment and negatively with performance commitment. In addition, intelligence and skills appeared strongly related to team satisfaction. Originality/value -The paper offers insights into cohesiveness within teamwork.
Purpose -This paper aims to provide a link between the concepts of internationalization and intemetalization, since both have become an e-business. Design/methodology/approach -This study extends a model developed by Buttriss and Wilkinson which offers a starting-point for classifying elements and identifying interactions in the internationalization process in global marketing. The objective has been achieved through the comparison between the Buttriss and Wilkinson model and a suggested model by the researcher. Findings -The adoption of internationalization provides excellent opportunities in international marketing activities. It is suggested that e-business is made up of many elements, such as business intelligence, supply chain management, customer relationship management, and enterprise resource planning. All of these existed in electronic form prior to the web but to a limited degree of penetration and below the level of sophistication that is prevailing today.Originality/value -This paper fulfils and identifies resources needed and offers new thought to individuals in the field of management and probably IT.
In this paper the researchers introduced the concept of knowledge sharing as an important ingredient in a management success. Knowledge sharing (KS) is an approach in identifying, acquiring, applying, creating, developing, preserving and measuring the knowledge of the organization. The purpose of this paper is to analyze the knowledge sharing as a crucial component of the organizational knowledge dynamics, and the organizational barriers implementation in the business environment. This study was accomplished through questionnaires that surveyed (121) companies that are located in Abu Dhabi Emirate / United Arab Emirates (UAE). Findings revealed that organizational culture and top management attitudes which based on individual perception and a managerial style have a negative relationship with the perceived benefits of knowledge. Analyses show that management initiatives highlight the fact that not all of them are necessarily successful.
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