Knowledge Management Practice in Private Sector: Building the Way for Saudi Arabia Strategic Growth and Transformation To Knowledge-Based Economy

  • Authors

    • Abdulrahman Gharamah
    • Mohamad Fauzan Noordin
    • Najma Imtiaz Ali
    • Imtiaz Ali Brohi
    2018-06-08
    https://doi.org/10.14419/ijet.v7i2.34.13915
  • knowledge management, knowledge-based economy, Saudi Arabia, KSA, Saudi Telecom, Saudi Airline

  • Abstract

    The Kingdome of Saudi Arabia (KSA) and its growth objective is to be a major player in the global economy and moving toward a knowledge-based economy. To achieve its objectives, the private sector in various fields in KSA needs to be in line with country’s ambitious goal; Knowledge Management (KM) handling and readiness for the foreseen customer demand need to be in line with goals. This study presents a critical review to evaluate existing KM practice in the private sector in Kingdom of Saudi Arabia (KSA) to see the readiness of this sector to play an integral role of knowledge-based economy and support nation’s growth strategy.  The paper will examine current states in term of how knowledge management is practiced in the country.  This paper addressed various aspects of knowledge management ranges from the need of implementing knowledge management systems to the added value by deploying such systems. In addition, the review was discuss if the private sector is heading in the right direction, and coherent with KSA strategic goal by examining a sample of four major firms in private sector. The outcome of the sample reflected that the private sector is harmonized with KSA objective.

     

  • References

    1. [1] Ministry of Economy and Planning, “Brief report on the ninth development plan 2010–2014,†vol. 1431/32–14, pp. 2–85, 2014.

      [2] S. Arabia, T. H. Mosques, and K. Fahd, “SAUDI Mastering the Challenges of Globalization,†2014.

      [3] “Comprehensive Growth Strategy: Kingdom of Saudi Arabia,†2015.

      [4] A. Braganza, “Knowledge management during radical change: applying a process oriented approach,†Int. J. Entrep. Innov. Manag., vol. 2, no. 4, pp. 294–307, 2002.

      [5] K. Ichijo and I. Nonaka, Knowledge creation and management: New challenges for managers. 2006.

      [6] M. Sarabia, “Knowledge leadership cycles: an approach from Nonaka’s viewpoint,†J. Knowl. Manag., 2007.

      [7] A. Braganza and A. Sharif, “The knowledge management kaleidoscope: Keeping stakeholders and their expectations in focus,†2010.

      [8] M. Goswami and A. Goswami, “Integrated Framework for Implementing Knowledge Management in Contemporary Organizations,†Glob. J., 2013.

      [9] A. Braganza, “Death of a knowledge project,†2003.

      [10] R. M. Grant, “Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration,†Organ. Sci., vol. 7, no. 4, pp. 375–387, 1996.

      [11] S. Abidi, “Knowledge management in healthcare: towards ‘knowledge-driven’decision-support services,†Int. J. Med. Inform., 2001.

      [12] M. Al-Shammari and H. Al-Musharraf, “KNOWLEDGE SHARING CULTURE IN A RESEARCH AND DEVELOPMENT DEPARTMENT OF AN ARABIAN GULF COMPANY,†ijecm.co.uk.

      [13] T. A. Business and O. C. Proceedings, “Barriers to Implementation of Knowledge Management in Hospital Institutions in Saudi Arabia,†Asian Bus Manag Conf, vol. 5, no. 1, pp. 47–76, 2012.

      [14] R. Zawawi, H. Akpolat, and R. Bagia, “Operations-based knowledge management,†Oper. Manag., 2011.

      [15] L. Riz, “Comparative analysis of knowledge management in different parts of the world,†Life Sci. J., 2014.

      [16] I. El Emary, H. Alsereihy, and A. Alyoubi, “Towards Improving the performance of STC Saudi using knowledge management strategies,†Middle-East J. Sci. Res., 2012.

      [17] H. Magd and S. Hamza, “A Proposed Knowledge Management System in SOFCON: Saudi Arabia Perspectives,†Nang Yan Bus. J., 2012.

      [18] H. Alsereihy, B. Alyoubi, and I. El-Emary, “Effectiveness of Knowledge Management Strategies on Business Organizations in KSA: Critical Reviewing Study,†Middle-East J. Sci. Res., 2012.

      [19] K. AlRowaily and A. Alsadhan, “Integration of Knowledge Management System in Telecom-munication: A Case Study of Saudi Telecom,†IJCSNS, 2012.

      [20] T. A. Business and O. C. Proceedings, “Barriers to Implementation of Knowledge Management in Hospital Institutions in Saudi Arabia,†vol. 5, no. 1, pp. 47–76, 2012.

      [21] E. Woertz, “The domestic challenges in the Saudi energy market and their regional and geopolitical implecations,†no. November, pp. 2010–2012, 2013.

      [22] A. I. Al-naimi, “outcomes for the people of Saudi Arabia,†2012.

      [23] S. Khursani, O. Bazuhair, and M. Khan, “Strategy for rapid transformation of Saudi Arabia by leveraging intellectual capital and knowledge management,†Saudi Aramco J. Technol., 2011.

      [24] A. Report, “Driven by theory,†Nat. Nanotechnol., vol. 10, no. 11, pp. 909–909, 2015.

      [25] A. Braganza, “Knowledge management during radical change: applying a process oriented approach,†Int. J. Entrep. Innov. Manag., vol. 2, no. 4, pp. 294–307, 2002.

      [26] K. Ichijo and I. Nonaka, Knowledge creation and management: New challenges for managers. 2006.

      [27] M. Sarabia, “Knowledge leadership cycles: an approach from Nonaka’s viewpoint,†J. Knowl. Manag., 2007.

      [28] P. Schütt, “The post-Nonaka knowledge management,†J. UCS, 2003.

      [29] M. Rahman, “A Holistic and Institutional Analysis of Islamic Education,†The American Journal of Islamic Social Sciences, vol. 11, no. 4. pp. 519–531, 1994.

      [30] R. M. Grant, “Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration,†Organ. Sci., vol. 7, no. 4, pp. 375–387, 1996.

      [31] M. Goswami and A. Goswami, “Integrated Framework for Implementing Knowledge Management in Contemporary Organizations,†Glob. J., 2013.

      [32] E. Woertz, “The domestic challenges in the Saudi energy market and their regional and geopolitical implecations,†no. November, pp. 2010–2012, 2013.

      [33] J. Creswell, A concise introduction to mixed methods research. 2014.

      [34] M. F. Noordin. and International Islamic University Malaysia., ICT and Islam, First edition. Kuala Lumpur: IIUM Press, 2009.

      [35] P. Rasmussen and P. Nielsen, “Knowledge management in the firm: concepts and issues,†Int. J. Manpow., 2011.

      [36] W. Zheng, B. Yang, and G. N. McLean, “Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management,†J. Bus. Res., vol. 63, no. 7, pp. 763–771, 2010.

  • Downloads

  • How to Cite

    Gharamah, A., Fauzan Noordin, M., Imtiaz Ali, N., & Ali Brohi, I. (2018). Knowledge Management Practice in Private Sector: Building the Way for Saudi Arabia Strategic Growth and Transformation To Knowledge-Based Economy. International Journal of Engineering & Technology, 7(2.34), 69-73. https://doi.org/10.14419/ijet.v7i2.34.13915

    Received date: 2018-06-08

    Accepted date: 2018-06-08

    Published date: 2018-06-08