Employee perception of impact of knowledge management processes on public sector performance

Al Ahbabi, Sultan Ali, Singh, Sanjay Kumar, Balasubramanian, Sreejith and Gaur, Sanjaya Singh (2018) Employee perception of impact of knowledge management processes on public sector performance. Journal of Knowledge Management . ISSN 1367-3270 (Published online first)

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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: ** From Crossref via Jisc Publications Router.
Keywords (uncontrolled): Management of Technology and Innovation, Strategy and Management
Research Areas: A. > Business School
Item ID: 25883
Notes on copyright: This article is © Emerald Group Publishing and permission has been granted for this version to appear here (https://eprints.mdx.ac.uk/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. This is the accepted version of the manuscript "Employee perception of impact of knowledge management processes on public sector performance", forthcoming/published in the journal "Journal of Knowledge Management" available via the journal site at: https://doi.org/10.1108/JKM-08-2017-0348
SWORD Depositor: Jisc Publications Router
Depositing User: Jisc Publications Router
Date Deposited: 03 Jan 2019 17:02
Last Modified: 02 Apr 2019 18:32
URI: https://eprints.mdx.ac.uk/id/eprint/25883

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