A study of factors influencing knowledge transfer in organisations in the United Arab Emirates

Nuaimi, Mouza Al; Jabeen, Fauzia

doi:10.1504/ijkms.2020.10027671

Cited by 5 publications

(5 citation statements)

References 74 publications

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“…KM is often identified as an important antecedent of innovation. Knowledge acquisition is the capability to obtain knowledge from internal sources, while Knowledge sharing refers to a two-dimensional process whereby organisational members share and exchange their tacit and explicit knowledge through donating and collecting (Al Nuaimi and Jabeen, 2020). The KBV suggests that research centres need to acquire, generate as well as share knowledge.…”

Section: Discussionunclassified

“…The social exchange theory proposes that organisational support builds a climate of respect, trust and reciprocity among employees. In this regard, Al Nuaimi and Jabeen (2020) noted that management support enables employees to understand that they are a part of the organisation and, thus, they develop mutual trust among them, which is the core of knowledge acquisition and sharing.…”

Section: Literature Review and Hypotheses Developmentunclassified

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Examining the impact of top management support on employee creativity through the mediating role of knowledge management and absorptive capacity

Al-Husseini

2023

IJIS

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Purpose Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity through knowledge management processes (acquisition and sharing) and absorptive capacity. Design/methodology/approach Data were collected from 284 academics and researchers working in research centres in Iraq’s public universities to assess their perceptions of management support, knowledge management, absorptive capacity and creativity. Findings Performing structural equation modelling with AMOS, positive relationships were identified between top management support, knowledge management processes, absorptive capacity and employee creativity. The study findings emphasise the pivotal role of top management support in creating an environment that fosters knowledge acquisition and sharing, and enhancing absorptive capacity, in turn, amplifying employee creativity. Empirical evidence confirming the salient role of knowledge management and absorptive capacity in strengthening employee creativity in the context of Iraqi academia and researchers is presented. Originality/value The study shows that knowledge management processes and absorptive capacity mediate the influence of top management support on employee creativity. The premise of absorptive capacity is the individual’s ability to identify, accumulate and assimilate relevant knowledge from external sources and commercialise the gained knowledge.

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Section: Discussionunclassified

Section: Literature Review and Hypotheses Developmentunclassified

Examining the impact of top management support on employee creativity through the mediating role of knowledge management and absorptive capacity

Al-Husseini

2023

IJIS

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“…(1) Conduct a study with a larger sample size, or that gathers data from a wider range of geographic areas in Japan; (2) Examine some other factors affecting knowledge transfer, including human resource management (HRM), business processes, leadership, technological factors, and individual factors (Al-Nuaimi & Jabeen, 2020).…”

Section: Conclusion and Future Researchmentioning

confidence: 99%

The Impacts of Organizational Culture on Knowledge Transfer Between Japanese Managers and Vietnamese Employees in Japanese Enterprises

Mizobata

Nguyen

Phạm

2021

International Journal of Knowledge Management

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Knowledge transfer effectiveness is considered one of the most important factors for ensuring the success of any enterprise, especially for multinational enterprises. However, in the case of Japan, the effectiveness of knowledge transfer between Japanese managers and foreign employees is not high. This limited effectiveness is understood as linked to the cultural distance between Japanese managers and foreign employees. The main goal of this study is to explore the impact of organizational culture on knowledge transfer in Japanese enterprises. Quantitative survey research was conducted with 365 respondents, who are Vietnamese labourers working in Japan. Analysis showed that two factors had a positive impact on the effectiveness of knowledge transfer: cultural openness and managers' communication ability. The study draws on these results to make recommend improvements in the knowledge transfer process between Japanese managers and Vietnamese employees.

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“…Svetlik and Stavrou-Costea (2007) stressed that learning organizations are the pivotal components of knowledge management. The creation of a positive working environment plays a major role in knowledge-sharing (Nuaimi and Jabeen, 2020). Garvin (1998) found that learning organizations undertake five tasks: solving problems; experimentation; learning from prior experience; learning from others; and knowledge transfer.…”

Section: Contribute To Organizational Learningmentioning

confidence: 99%

How types of organizational culture and technological capabilities contribute to organizational learning

Dari

Jabeen

Hussain

et al. 2020

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Purpose This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning. Design/methodology/approach A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables. Findings The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior. Research limitations/implications The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities. Originality/value This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.

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A study of factors influencing knowledge transfer in organisations in the United Arab Emirates

Cited by 5 publications

References 74 publications

Examining the impact of top management support on employee creativity through the mediating role of knowledge management and absorptive capacity

Examining the impact of top management support on employee creativity through the mediating role of knowledge management and absorptive capacity

The Impacts of Organizational Culture on Knowledge Transfer Between Japanese Managers and Vietnamese Employees in Japanese Enterprises

How types of organizational culture and technological capabilities contribute to organizational learning

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