دانلود رایگان مقاله انگلیسی تاثیر فرهنگ سازمانی در انتقال دانش: شواهدی از دولت دبی - وایلی 2018

In the current context of globalization and technological spread, the role of knowledge as an organizational resource is phenomenal. Knowledge management can be seen as an add‐on to reform paradigms such as new public management, good governance, and smart government, which has generated significant interest for public sector reformists in recent years. The amount of literature on knowledge management in public the sector of the United Arab Emirates is relatively scanty. In the Government of Dubai (1 of 7 Emirates in the UAE), the journey towards knowledge management has started 2 decades or so ago and now has begun to take structural roots in many organizations. This study examines the relationship between organizational culture elements (i.e., trust, communication between employees, reward, leadership, and learning and development), organizational socialization, and knowledge transfer in the government organizations in Dubai. Based on a theoretical framework to measure the influence, this study conducted a questionnaire survey in the Government of Dubai entities. From 811 respondents representing these organizations, the survey results unfold positive relationship between knowledge transfer and the 4 selected organizational cultural elements (i.e., trust, communication between employees, reward, and leadership). Socialization is found to play a moderating role in all the hypothesized relationships except between reward and knowledge transfer. It also examines further research implications to support knowledge transfer processes and practices in the public sector of Dubai and the UAE.

9 | CONCLUSION AND SUGGESTIONS FOR FUTURE RESEARCH

This study has revealed different literal constructs to comprehend the importance of knowledge transfer in the public sector in Dubai. The study finds that four cultural elements, finally selected as independent variables for this study, have positive correlation with knowledge transfer. This finding implies that the core organizational cultural values such as trust, communication between employees, reward, leadership, and organizational socialization are important catalysts in transferring knowledge within the Government employees of Dubai. To sustain and strengthen this relationship between cultural values and knowledge transfer, the policymakers and organizational leaders in the Government of Dubai may take an understanding of this knowledge enrichment process in reviewing their future knowledge management policies and strategies. However, like other studies, this research also has limitations. First, this study is only based on the public sector employees in Dubai, and findings cannot be generalized to other cultures and countries. To overcome this limitation, the construct used in this study could be investigated in other cultures and countries. Second, the study only employed organizational culture as independent variable, without shedding light on other independent variables that may have relevance in this context. Future research can identify those factors and incorporate them in the model.