How to counter organisational inertia to enable knowledge management practices adoption in public sector organisations

Abstract

Purpose Knowledge management (KM) is associated with higher performance and innovative culture; KM can help the public sector to be fiscally lean and meet diverse stakeholders’ needs. However, hierarchical structures, bureaucratic culture and rigid processes inhibit KM adoption and generate inertia. This study aims to explore the nature and causes of this inertia within the context of the United Arab Emirates (UAE) public sector. Design/methodology/approach Using an in-depth case study of a UAE public sector organisation, this study explores how organisational inertia can be countered to enable KM adoption. Semi-structured interviews are conducted with 17 top- and middle-level managers from operational, management and strategic levels. Interview data is triangulated with content analysis from multiple sources, including the UAE Government and case organisation documents. Findings The results show transformation leadership, external factors and organisational culture mediate the negative effect of inertia on KM practices adoption. We find that information technology plays a key role in enabling knowledge creation, access, adoption and sharing. Furthermore, we uncover a virtuous cycle between organisational culture and KM practices adoption in the public sector. In addition, we develop a new model (the relationship between KM practices, organisational inertia, organisational culture, transformational leadership traits and external factors) and four propositions for empirical testing by future researchers. We also present a cross-case comparison of our results with six private/quasi-private sector cases who have implemented KM practices. Research limitations/implications Qualitative data is collected from a single case study. Originality/value Inertia in a public section is a result of bureaucracy and authority bounded by the rules and regulations. Adopting a qualitative methodology and case study method, the research explores the phenomena of how inertia impacts KM adoption in public sector environments. Our findings reveal the underlying mechanisms of how internal and external organisational factors impact inertia. Internally, supportive organisational culture and transformational leadership traits positively effect KM adoption, which, in turn, has a positive effect on organisational culture to counter organisational inertia. Externally, a progressive national culture, strategy and policy can support a knowledge-based organisation that embraces change. This study develops a new model (interactions between internal and external factors impacting KM practices in the public sector), four propositions and a new two-stage process model for KM adoption in the public sector. We present a case-comparison of how the constructs interact in a public sector as compared to six private/quasi-private sector cases from the literature.

Searching for New Model of Digital Informatics for Human–Computer Interaction: Testing the Institution-Based Technology Acceptance Model (ITAM)

“…When introducing new technologies, the ability for individuals to adapt and modify their patterns is challenged. In this respect, a strong cultural foundation will facilitate the acceptance and success of new technologies [ 14 , 137 ]. Hence, culture can have an effect on new technology adoption.…”

“…Furthermore, given that our alternative two-factor institution models are based on high hierarchical level organization, the results might show differently if they were applied to low hierarchical level organization. In addition, to offer greater insight into the phenomenon of usage and utilization, the use of case studies should be considered to investigate more interpretive research of new technology in the fourth industrial revolution phenomena [ 13 , 14 ]. Future studies are encouraged to explore the issues and practices of new technology and its effectiveness in the context of determinants.…”

“…However, there are challenges regarding security, privacy, trust, and lack of understanding [ 26 ]. New technology adoption can create structural inertial pressures within organizations [ 14 ]. As March [ 27 ] suggested, internal organizational change was difficult to manipulate.…”

“…In a transition context, coordinate discourse dominates thorough transformation projects, communicative discourse is valuable for change, participation in discourse is influenced by the power position, and the leadership philosophies’ value-led discourses are tools to justify desirable change. Moreover, Ashok et al [ 14 ] empirically showed that when adopting innovative technology, organizational culture and transformational leadership traits positively affect the adoption of knowledge management, which has a positive effect on organizational culture to counter organizational inertia.…”

“…Moreover, Leonard-Barton [ 16 ] argued that to succeed in new technology innovation, one must manage the paradox of conflicting capabilities. To overcome inertia in public sectors, Ashok et al [ 14 ] stressed organizational culture and transformational leadership in knowledge management adoption. All of these are closely related to the institutional context.…”