Taghreed Al Dari, Fauzia Jabeen, Matloub Hussain and Dana Al Khawaja
This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning.
Abstract
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.
Details
Keywords
Taghreed Al Dari, Fauzia Jabeen and Avraam Papastathopoulos
The purpose of this paper is to examine the impact of leadership and rewards on the contribution to knowledge sharing in public organizations of the United Arab Emirates (UAE).
Abstract
Purpose
The purpose of this paper is to examine the impact of leadership and rewards on the contribution to knowledge sharing in public organizations of the United Arab Emirates (UAE).
Design/methodology/approach
Data were collected from 154 employees from various organizational units of a law enforcement organization in the UAE, and structural equation modeling was used to test the proposed hypotheses.
Findings
Leadership inspiration was found to be positively effective in enhancing the contribution of knowledge sharing in terms of solving problems, increasing opportunity and improving the productivity of the workforce. Furthermore, it was found that the reward system had no impact on the contribution to knowledge sharing.
Research limitations
The method of data collection focused on the employees who were attending a training workshop in the department. This survey raises concerns related to non-response bias and common method bias, which describes the measurement error that is compounded by the sociability of the respondents who wanted to provide positive answers.
Practical implications
This research focuses on the implementation of certain practices related to knowledge sharing in public organizations. The model was constructed to assess the impact of leadership and rewards on the contribution to knowledge sharing through knowledge sharing practices as a mediation. The study is a modest attempt to assist the organizational leaders to embark on the right steps to foster knowledge sharing behavior among employees.
Originality/value
The study contributes to the literature on knowledge sharing, particularly on the relationship between leadership inspiration, rewards and contribution to knowledge sharing in the law enforcement organizations in the UAE.