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Citations
... Generally, the intangible assets are neither clear nor easy to be identified since it resides in the workers' memories and embedded in the processes and can be expressed through the practical application of an employee's skills. The scientific publications have presented and conceptualized industrial knowledge in four aspects: (a) knowledge as direct result for a learning process in an organization (Siadaty et al. 2012 ;Williams 2014 ;Brahmana and Christina, 2012 ;Ramirez, and CENTRIM 2015); (b) knowledge that reflects workers' behaviors (Elaimi and Persaud, 2014 ;Jalonen, 2014;Shaari, Bakri and Rahman, 2015;Paliszkiewicz, Gołuchowski, and Koohang, 2015), knowledge that exists in communities rather than a specific individual that is expressed through culture, traditions and attitudes of workers (Vandaie, 2008;Ruhi and Al-Mohsen;Rhodes et al. 2008); (c) Dealing with knowledge in industries as a well-established semi-tangible assets, this a modern trend has focused on the dynamics and epistemological nature of knowledge that focuses on the theoretical aspect of knowledge, its methods, validity and scope (Orziemgbe, Chukwujioke and Aondoaver, 2014;Ashari and Jayasingam, 2014;Lauria et al. 2014). Researches in the field of industrial knowledge and its management mostly confines knowledge to information, a sort of knowledge that is well-arranged in a conditioned manner to be applicable to meet clients' preferences (Neurink, 2013;Scurtu, 2015;Fotache, 2013). ...
Knowledge is an intellectual property that is generated and circulated among members in the knowledge-based organization for the ultimate purpose of achieving sustainability and growth of businesses. Both academia and businesses have paid remarkable attention to the multifaceted field of organizational knowledge, such efforts have been, and are still being translated into enormous volume of research work and business reports. Despite the originality of some of these research efforts, there is still a lack for concise roadmaps, models and frameworks that address organizational knowledge based on adequate guidelines. This study aims to explore and synthesize previous literature that discuss the topic of organizational knowledge with the primary objective of guiding this exploration using three factors. These factors are classifications, assessments and characteristics of organizational knowledge which are considered focal points of interest for academia and industries alike. This paper followed the approach of critical analysis for research work that were published and well received by research and industrial communities. The analysis of literature considered 70 scholarly research papers that were published within the period September 2011 until September 2016 to uncover recent patterns and trends in the field of organizational knowledge. The analysis of literature guided by three main factors (classification, assessment and characteristics of organizational knowledge) indicates gaps in these previous studies. These analyses can be used for future studies that are focused more on research in the field of organizational knowledge from the perspective of these three guiding factors.
... One of the strongest factors that reduce knowledge sharing in the organization is the employees' fear of losing their value (Elaimi, Persaud 2014). Analysing the link between the fear of losing the unique value and knowledge sharing, the latter requires considerations: after providing knowledge people can lose their unique value as opposed to others who, as a result, get it. ...
Although the large body of literature suggests that trust is a prerequisite for knowledge sharing, the understanding of mediational pathways remains limited. The paper fills the gap by combining two separate streams in knowledge sharing, where the first reflects the paradigm of the organizational behaviour theory and highlights the impact of organizational culture and employees’ trust; where the second one discloses the impact of technology deployment in knowledge sharing. Building on the premises that interdependence between variables that affect knowledge sharing raises form organizational culture of trust and available technologies, we examine the structural origins of knowledge sharing. As a method structural equation modelling test was used to analyse the data. Hypothesised five-factor model was tested through two stages using AMOS software. The findings carry theoretical implications for the knowledge management body of knowledge since they extended the research on knowledge sharing by integrating organisational culture and technological solutions into one complex system. Form practical perspective, the relationship among four predictors – trust in leadership, trust in co-workers, trust in technologies for knowledge management, and fear of losing one’s value – provide a proof on how organizations knowledge sharing is composed and how it could be developed.
... Due to structural flaws in channels with unclear administration communication results in faulty flow of information that ultimately affects the performance of an organization (Al-Makhaita et al., 2014). A perfect structure must be able to allow smooth flow of information both vertically and horizontally (Elaimi and Persaud, 2014). Besides, it must be able to accept ideas from employees. ...
Abstract
Understanding all the factors that influence employee performance is important because those factors will be enhanced by the government to improve performance of the workers at any organization. In Jazan, Saudi Arabia, private companies and government corporations play an important key role. To determine the factors that influence an employee’s performance in Sunderland Steel (name changed) factory, Saudi Arabia, was the main purpose of this research paper. Recent research has established a relationship between development and improvement of organizations, and employee performance. Thus to increase industrial productivity it is essential to identify and study factors that affect employee performance. To achieve this a survey questionnaire was designed. Data was collected and analyzed statistically.
The study indicates six factors, which primarily influenced employee performance. They were workplace environment, organizational structure, knowledge, skills, reward, and attitude.
An explanatory case study examined the factors that influenced employee performance in Sunderland Steel (SS) plant in the Jazan region of, Saudi Arabia. A randomly selected sample size of 315 workers from a total of 700 employees were administered the questionnaire. However, only 258 workers responded actively while the remaining workers either did not bother to respond or did not take it seriously. The study recommended that future studies should consider using larger samples.
This paper examines the concept of transformational leadership and its influencing factors. The roles that transformational play in transforming the organisations was also discussed, through extant review of literature in leadership in education within the context for the Gulf Cooperation Councils (GCC), focusing on Kuwaiti education sector. Based on critical investigation and analysing of leadership, a conceptual model was developed for effective transformational leadership in education within the GCC.
Although this is a conceptual paper, the researcher has made some recommendation, based on limitations and implications, taking into account the wider contextual feature for excellent leadership transformation. This paper therefore builds on the literature on transformational leadership and education. Qualitative analytical method has been suggested research methodology by adopting case study approach and conducting interviews.
From the initial findings, transformational leadership in education has been perceived as having relationship with job satisfaction, students’ achievements and employees’ capacity and students’ achievements, validating the four leadership influencing factors - Inspiration Motivation, Intellectual Stimulation, Idealised Influence, and Individualized Consideration – and the key transformational leadership roles - academic leadership, innovation and creativity, behaviours vision and motivation, professionalism and role model, vision – in ensuring effective transformation of the educational sector. Policy implications have also been discussed to ensure there is expansion of the current state of education and academic achievements in the GCC through leadership transformation.
Gatekeepers in organizations play a critical role in terms of disseminating and transferring outside knowledge into their groups. This research contributes in identifying the gatekeepers' practices in terms of gathering, selecting, and diffusing knowledge. In the context of Saudi organizations, the exploratory case selected in this research is King Fahad Medical City (KFMC). This research is conducted on Health Informatics and Information Technology employees. A mixed-method design is applied on this research to provide a deep understanding of knowledge interactions structure and the process of knowledge interactions across the organization network. Both methods; questionnaires and interviews are conducted in order to investigate the context. Social Network Analysis method is also used in this research to capture the "brokerage" network structure position using Flow Betweenness Centrality algorithm. The findings reveal that gatekeepers use different knowledge sharing mechanisms which are: information retrieval, information pooling, pushing, diffusion, collaborative problem solving, and thinking along. In addition, the results present the distinct methods and technologies used by the gatekeepers to collect and share their knowledge with others. The findings of this research help managerial decision makers and strategic managers among start-up organizations and also well-structured organizations to provide valuable insights and decisions in terms of policies, strategies, and the appropriate collaborative tools that foster collaborative working.
