Al Ahbabi, S.A. and Singh, Sanjay and Balasubramanian, S. and Gaur, S.S.
(2019)
Employee perception of impact of knowledge management processes on public sector performance.
Journal of Knowledge Management, 23 (2).
pp. 351-373.
ISSN 1367-3270
Abstract
Purpose – The application of knowledge management (KM) is critical to public sector firm as it is to
private sector firm. However, despite its significance, the academic enquiry of KM in public sector is at its
nascent stage. This forms the motivation of the present work; this paper aims to analyze and understand
the intricate relationship between KM processes and public sector firm performance in terms of
operational, quality and innovation performance.
Design/methodology/approach – A comprehensive KM processes–performance framework
consisting of seven constructs (four constructs of KM processes and three constructs of KM
performance) and their underlying factors was developed through an extensive literature review. The
employee perceptions of these seven constructs were captured on a five-point Likert scale using a
country-wide survey in the UAE public sector. The 270 valid responses captured were then used to first
validate the KM framework and then test the hypothesized relationships between KM processes and KM
performance.
Findings – The findings show that all four KM processes (knowledge creation, knowledge capture and
storage, knowledge sharing and knowledge application and use) had a positive and significant impact
on operational, quality and innovation performance of public sector in the UAE.
Research limitations/implications – The findings confirm the validity and reliability of all the seven
constructs and their underlying factors and the assessment framework. Overall, this study fills a gap in
the literature about applying/implementing a KM framework for the public sector and therefore
significantly contributes toward the theoretical advancement of the field. However, the study does
acknowledge the use of perceptual measures of individual employees as a limitation instead of more
objective measures to capture the impact KM processes on KM performance.
Practical implications – The strong and significant impact of KM processes on firm performance is
expected to provide the impetus for practitioners and policymakers to implement and leverage from KM
processes and improve firm performance in the public sector.
Originality/value – A comprehensive development, validation and assessment of a KM framework for
the public sector has not been attempted previously anywhere, let alone UAE, and hence constitutes the
novelty of this work.
| Item Type: |
Article
|
| Additional Information: |
Cite as: Al Ahbabi, S.A., Singh, S.K., Balasubramanian, S. and Gaur, S.S. (2019), "Employee perception of impact of knowledge management processes on public sector performance", Journal of Knowledge Management, Vol. 23 No. 2, pp. 351-373. https://doi.org/10.1108/JKM-08-2017-0348 |
| Keywords: |
United Arab Emirates; Firm performance; Public sector organizations;
Knowled;ge management |
| Academic Unit: |
Faculty of Social Sciences > School of Business |
| Item ID: |
14974 |
| Identification Number: |
https://doi.org/10.1108/JKM-08-2017-0348 |
| Depositing User: |
Sanjay Singh
|
| Date Deposited: |
02 Nov 2021 17:53 |
| Journal or Publication Title: |
Journal of Knowledge Management |
| Publisher: |
Emerald |
| Refereed: |
Yes |
| URI: |
|
| Use Licence: |
This item is available under a Creative Commons Attribution Non Commercial Share Alike Licence (CC BY-NC-SA). Details of this licence are available
here |
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