zabeda abdul hamid - middle east 2011

www.kmmiddleeast.com info@kmmiddleeast.com 1

Dr. Zabeda Abdul Hamid

Kulliyyah of Economics and Management Sciences

International Islamic University Malaysia

Content Cultural Dimensions and

implications on Knowledge Sharing

Critical Knowledge

Trust and Socialisation

SMEs and Collaborative networks

Communities of Practice

Organisational Culture

Knowledge Management and IT

Recommendations

www.kmmiddleeast.com info@kmmiddleeast.com 2

Cultural Dimensions in Asia

Collectivism High Power

Distance Long Term Orientation

Uncertainty Avoidance

Masculinity

Implications on Knowledge Sharing

Increased knowledge sharing among in-group members.

Knowledge sharing as a duty / responsibility – respect of authority.

Knowledge sharing culture for long term gain of organisation.

Share knowledge to reduce risky decisions i.e. Risk adverse decisions.

Still very male-dominated work-culture therefore barrier to sharing knowledge between genders.

www.kmmiddleeast.com info@kmmiddleeast.com 3

Critical Knowledge

Knowledge Audit

Human Capital Audit

Knowledge Map

Organisational Yellow Pages

Knowledge Bank

Trust

Trust Increases Knowledge Sharing

Distrust Decreases Knowledge Sharing

www.kmmiddleeast.com info@kmmiddleeast.com 4

Trust Experience

Social interaction

Apprenticeships

Mentors

Shared goals

Leadership

Socialisation

Informal interactions and discussions

Internal socialisation

External socialisation

(e.g. Tata Steel, Reid Associates)

www.kmmiddleeast.com info@kmmiddleeast.com 5

SMEs Largely family owned

Knowledge retained within family members

Reluctant to share knowledge with outsiders

Flat organisations

Competitive

Potential loss of key personnel

Limited recruitment

(e.g. China, India, Malaysia, Singapore, Vietnam)

Collaborative Networks

Emilia-Romagna

Region (Italy)

SME21 (Singapore)

Biotech Corp (Malaysia)

Silicon Valley (US)

www.kmmiddleeast.com info@kmmiddleeast.com 6

Communities of Practice

Best Practices (e.g. Reid

Associates)

Safety

Issues

(e.g. Aker Kavæner)

Problem Based

Discussion (e.g. Tata

Steel)

Organisational Culture

Key knowledge officers (e.g. Ernst & Young,

Infosys Technologies)

Knowledge supportive and collaborative

culture

(e.g. Tata Steel, HP, BP)

Organisational Citizenship Behaviour

(e.g. PETRONAS)

Policies & Procedures

(e.g. Serologicals Corporation)

HR Functions

(e.g. British Telecom)

Leadership

(e.g. Astra International, Wipro

Technologies)

www.kmmiddleeast.com info@kmmiddleeast.com 7

KM and IT Asian countries are some of the world

highest internet users but still low in internet penetration i.e. e-business.

Comprehensive websites (e.g. Sun Hung Kai Properties, Sunway City)

Efficient customer / client service via websites.

Supportive Tools Databases (e.g. Ford Research & Development, Reid Associates)

Intranets (e.g. Buckman Laboratories, Reid Associates)

Extranets (e.g. Federal Express)

Groupware (e.g. HTC, Asian Paints)

www.kmmiddleeast.com info@kmmiddleeast.com 8

Recommendations Cultural awareness

Knowledge audit

Social Capital

Networking and Collaboration

Communities of Practice

Effective and efficient IT tools and support

Knowledge Enterprise culture

Thank You, Shukran, Terima Kasih

zabeda@iium.edu.my