Increasing the Productivity of Arab SMEs through Knowledge Management

Emine, Dahi

doi:10.12735/jbm.v1i1p40

Cited by 4 publications

(6 citation statements)

References 25 publications

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“…Furthermore, conclusions drawn from a past studies (Luen & Al-Hawamdeh, 2001;Lahneman, 2004;Hildreth & Kimble, 2004;Hughes & Jackson, 2004;Weir & Hutchings, 2005;Weir & Hutchings, 2006b;Glomseth, Gottschalk, & Solli-Saether, 2007;Mitchell & Casey 2007;Berg et al, 2008;Hashemian & Mahdizane, 2008;Nordin, Pauleen, & Gorman, 2009;Al Rawabdeh, 2009;Tlaiss & Kauser, 2010;Biygautane & Al-Yahya, 2010;Seba & Rowley, 2010;Ajmal, Helo & Kekale, 2010;Bigliardi, Dormio & Galati, 2010;Nour, 2010;Chawla & Joshi, 2011;Chong et al, 2011;Al-Salti & Hackney, 2011;Etter & Griffin 2011;Mohannak, 2011;Randeree & Chaudhry, 2012;Cardoso, Meireles & Ferreira Peralta, 2012;Emine, 2012;Kumar & Che Rose, 2012;Odedait et al, 2012;Seba, Rowley & Delbridge, 2012) indicate that each of these dimensions have a significant influence on KM success and are also interrelated in their effect on KM. For instance, leadership style and organizational culture in Arab organizations are built on the beliefs and values of the national culture and influenced by religion of Islam.…”

Section: Pilot Studymentioning

confidence: 98%

“…The findings of Kumar and Che Rose (2012) imply that organizations in the public sector should have a clear understanding of the effects of the IWE on the conduct of employees. Emine (2012) investigated the impact of KM on the productivity of small and medium enterprises (SMEs) in the Arab world and found that many organizations in the Arab world recognize the contribution of knowledge to their competitiveness. However, it was also found that many other Arab SMEs have not realised the importance of KM.…”

Section: Past Studies and The Research Gapmentioning

confidence: 99%

“…However, it was also found that many other Arab SMEs have not realised the importance of KM. Emine (2012) analysed the factors that have limited SMEs in adopting and implementing KM. The findings of Emine's study indicate that most economies in the Arab world have weak managerial structures, lack social protection and have poor training and skill structures.…”

Section: Past Studies and The Research Gapmentioning

confidence: 99%

“…These organizations can also treat knowledge as a process that helps encourage knowledge sharing and creation where officers are motivated to apply KM practices willingly (Luen & Al-Hawamdeh, 2001). Emine (2012) According to Kane, et al (2010), KM prompts individuals in an organization to articulate and capture the knowledge they possess. KM also involves sharing human knowledge with the right people and at the right time.…”

Section: What Is Knowledge Management?mentioning

confidence: 99%

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المعرفة الضمنية واستثمارها في تطوير إجراءات تأمين المنشآت الأمنية

سعود¹,

القرني²

2019

Journal of Information Studies &Amp; Technology (JIS&T)

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The past two decades have witnessed an increasing interest in Knowledge Management, a concept which has been recognised as key to the success of an organization's overall strategy. Public organizations have also come to realize the importance of managing data and information and of building an efficient knowledge base to achieve effective decision making which in turn increases organizational performance. Knowledge Management in police organizations is particularly important because police officers rely heavily on information and knowledge to perform their work. Despite the growing rate of adoption of Knowledge Management practices by both private and public organizations the literature shows that many Knowledge Management projects fail to achieve their assigned goals (Davenport & Prusak, 1998). This is because management neglects to determine the critical dimensions that influence the success of their Knowledge Management implementation initiatives. This study identifies and examines various factors that influence the success or failure of Knowledge Management initiatives as manifested in the Dubai Police Force, an Arab public-sector organization. Conclusions from the literature review and the pilot study found four main dimensions which are critically influential in the implementation of Knowledge Management in the Dubai Police Force, namely organizational culture, leadership style, information and communication technologies and training. This study examines the correlative relations of these critical dimensions, and of their collective association with regard to the Knowledge Management initiative. The findings conclude the validity of all the variables that were investigated, confirming a positive correlation between these critical factors and Knowledge Management practice. This study therefore contributes to Knowledge Management literature from an Arab public sector perspective by measuring the most critical factors in Knowledge Management implementation from within. It also proposes a model of critical success factors for Knowledge Management initiatives in this particular context.

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Section: Pilot Studymentioning

confidence: 98%

Section: Past Studies and The Research Gapmentioning

confidence: 99%

Section: Past Studies and The Research Gapmentioning

confidence: 99%

Section: What Is Knowledge Management?mentioning

confidence: 99%

See 2 more Smart Citations

المعرفة الضمنية واستثمارها في تطوير إجراءات تأمين المنشآت الأمنية

سعود¹,

القرني²

2019

Journal of Information Studies &Amp; Technology (JIS&T)

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show abstract

“…There are more than 10 million firms under the category of SMEs and contributions in GDP are 35%. This indicates that the vital role of SMEs in the economic growth of Arab countries; accordingly Arab nations have recognized the importance of SMEs and have formulated policies to encourage, support, and fund them [Emine, 2012].…”

Section: Introductionmentioning

confidence: 99%

The Reality of SMEs in Arab Nations: Experience of Egypt, Jordan and Bahrain

Elseoud¹,

Kreishan²,

Ali³

2020

JIFS

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The study aims at analyzing the current state of the SMEs sector in three Arab countries, Egypt, Jordan and Bahrain; therefore, we adopt descriptive and analytical approaches. Findings show that SMEs sector plays a vital role in the region as a major source of various economic contributions, but it faces domestic and external challenges, which could hinder its resilience and competitiveness. Most of SMEs are concentrated in the trade sector; other important sectors include small-scale workshops, hotels and restaurants as well as contracting. They are less important in industry and other capital-intensive sectors, and finally, the study recommends specific suggestions, which could enhance the contribution of SMEs sector in national income of the Arab countries.

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Determinants of small and medium enterprises with the interaction effect of managerial activities

Khan

Burki²

2020

IJRBS

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The financial system and capital market in developed countries are more developed as compare to emerging countries. Firms like small and medium enterprise (SMEs) needs finance to operate their business and make a competitive position in the market. In an emerging country like Pakistan, SMEs face a lot of financial and non-financial obstacles that may relate to the poor performance of SMEs. This study investigates the relationship between commercial loans, retain earnings, trade credit, managerial activities, and SME's performance. This study also investigates the interaction effect of managerial activities between independent variables and dependent variables. A survey was conducted in a small and medium enterprise of KPK Pakistan. Data were collected from 362 employees. SPSS (Statistical Package for the Social Sciences) software was employed for data analysis for descriptive and regression analysis. The finding confirmed that commercial loans, trade credit, retained earning have a positive and significant impact upon SME's performance. It is also found that managerial activities have played a mediating role and increased the performance of SMEs. Among variables under study, the more trade credit activities, the higher the performance of the SMEs is observed. Based on this study's results, Leaders, supervisors, and managers are those employees having a substantial role in the performance, development, failure, and success of an organization. Managerial activities are vital for a manager for the purpose to know what should be done in different circumstances and improve overall performance and accomplish organizational goals.

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Increasing the Productivity of Arab SMEs through Knowledge Management

Cited by 4 publications

References 25 publications

المعرفة الضمنية واستثمارها في تطوير إجراءات تأمين المنشآت الأمنية

المعرفة الضمنية واستثمارها في تطوير إجراءات تأمين المنشآت الأمنية

The Reality of SMEs in Arab Nations: Experience of Egypt, Jordan and Bahrain

Determinants of small and medium enterprises with the interaction effect of managerial activities

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