Zabeda Abdul Hamid - Middle East 2011

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Zabeda Abdul Hamid's presentation at KM Middle East 2011, Abu Dhabi, www.kmmiddleeast.com

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Zabeda Abdul Hamid - Middle East 2011

  1. 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  Recommendationswww.kmmiddleeast.com 1 info@kmmiddleeast.com
  2. 2. Cultural Dimensions in Asia High Power Long Term Collectivism Distance Orientation Uncertainty Masculinity Avoidance 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 2 info@kmmiddleeast.com
  3. 3. Critical Knowledge Knowledge Audit Human Capital Audit Knowledge Map Organisational Yellow Pages Knowledge Bank Trust Trust Increases Knowledge Sharing Distrust Decreases Knowledge Sharingwww.kmmiddleeast.com 3 info@kmmiddleeast.com
  4. 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 4 info@kmmiddleeast.com
  5. 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- SME21 Romagna (Singapore) Region (Italy) Biotech Corp Silicon Valley (Malaysia) (US)www.kmmiddleeast.com 5 info@kmmiddleeast.com
  6. 6. Best Practices (e.g. Reid Associates) Safety Communities Issues of Practice (e.g. Aker Kavæner) Problem Based Discussion (e.g. Tata Steel) Organisational Culture Knowledge supportive Key knowledge officers and collaborative Organisational (e.g. Ernst & Young, culture Citizenship Behaviour Infosys Technologies) (e.g. PETRONAS) (e.g. Tata Steel, HP, BP) Leadership Policies & Procedures HR Functions (e.g. Astra (e.g. Serologicals (e.g. British Telecom) International, Wipro Corporation) Technologies)www.kmmiddleeast.com 6 info@kmmiddleeast.com
  7. 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 7 info@kmmiddleeast.com
  8. 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.mywww.kmmiddleeast.com 8 info@kmmiddleeast.com

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