Transforming Government Through ICT - UNPS Forum

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6 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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Session
: The Role of Leadership in Knowledge
Management and government transformation

LEADERSHIP FOR

THE
TRANSFORMATIONAL
GOVERNMENT



Mhamed

Biygautane
,

Research Associate at the Dubai School of Government

25
-
26 June 2013

Bahrain

UNITED NATIONS PUBLIC SERVICE FORUM WORKSHOP
7

DSG Policy Briefs on KM

LEADERSHIP

FOR THE TRANSFORMATIONAL GOVERNMENT

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Research methodology

Knowledge Management practices in Dubai:

Objective
: To assesses the performance of KM programs in Dubai’s public
sector by identifying drivers for and barriers to KM.

Research methods:


First, semi
-
structured and in
-
depth interviews were conducted in
several major entities, including Dubai Electricity and Water Authority
(DEWA), Dubai Courts, Knowledge and Human Development Authority
(KHDA), Roads and Transportation Authority (RTA) and Dubai Police.


Second, a comprehensive survey tool was developed and administered
to all government entities in Dubai, with a response rate of 66%,
including those which had been previously interviewed.


LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Outline of the presentation

1.
World’s shift to Knowledge Economy:
Implications for GCC and UAE.

2.
Importance of Knowledge Management in the
transition to knowledge economy.

3.
The importance of leadership for the success of
knowledge management programs and
government transformation.

4.
Enabling factors for leaders to share knowledge




LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

World’s shift to Knowledge Economy: Implications for

GCC and UAE

Knowledge economy or society means:


Productions and services are no longer based on natural
sources or raw materials, yet on “limitless creativity” and
talents of its people to produce economic value (World
Economic Forum).


Reliance is more on intellectual capabilities and human
capital rather than physical inputs.

For the UAE to achieve its Strategic Plan of 2015, this requires
empowering the national workforce and all the leaders by
providing them with the necessary knowledge and skills.



LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

World’s shift to Knowledge Economy: Implications

for GCC and UAE


The ranks of GCC countries:


UAE and Bahrain pioneered in transferring their economies to
knowledge
-
based compared to other Arab countries.











http://siteresources.worldbank.org/INTUNIKAM/Resources/2012.pdf




LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

World’s shift to Knowledge Economy:

Implications for GCC and UAE


Achievements of UAE so far and challenges ahead:


The World Economic Forum ranked the UAE as the
25
th

out of 139 countries in Global Competitiveness
Index.


UAE was the only Arab country to be classified as
“innovation driven economy”.


The implications of the financial crisis on the
departure of skilled expats.


Importance of creating a mechanism to capture
their knowledge and transfer it to the locals.


LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Importance of Knowledge Management in the
transition to knowledge economy



GCC countries rely heavily on the knowledge and
expertise of expats: UAE nearly 80%.


The departure of these skills risks creates a
knowledge vacuum that is hard to fill.


Knowledge Management is an important
mechanism that can transfer the knowledge of
these expats to the national workforce.


However,

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

What is
Knowledge
Management?

The American Productivity and Quality Center
provides a comprehensive definition that
integrates the elements of K.M process:
“Knowledge Management is the systematic
process of
identifying
,
capturing
, and
transferring

information and knowledge people can use to
create
,
compete

and
improve
” (APQC 2000)

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

What is
Knowledge
Management?

Decision Making
(planning for action)

Knowledge

(information
combined with judgment)

Information

(data put into
context)

Data

(raw facts and
numbers)

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Explicit and Tacit forms of
K
nowledge

Explicit

knowledge

(Documented)

Tacit

knowledge

(Not

documented)




Characteristics

-
Easily

captured

and

codified

-
Well

documented

-
Easily

communicated

and

shared
.

-
Formal

and

systematic

-
Accessible

-
Highly

personal

-
Non

verbalized

and

Unspoken

knowledge

-
Difficult

to

capture

and

share

-
Intuitive

and

unarticulated

-
Topic

specific



Sources

-
Instruction

manuals

-
Written

procedures

and

books

-
Data

bases

and

reports

-
Research

findings

-
Best

practices



-
Informal

face

to

face

meetings

and

discussions

-
Personal

experiences

-
Telephone

conversations

-
Emails

Sources
:

(Bhatt

2001
,

Serban

and

Luan

2002
,

Cong

and

Pandya

2003
)

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Sources of Knowledge within Dubai’s

Public
S
ector

0%
10%
20%
30%
40%
50%
60%
70%
Individual expertise
Knowledge centered in senior leadership
Documents, guidelines and databases
Documented knowledge by staff
Strongly disagree
Disagree
Neither ag or disagree
Agree
Strongly agree
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

The importance of transformational leadership for the
success of knowledge management programs



A growing body of literature proves that effective
leadership is the main driver for the success of KM
programs and the transition of knowledge to GCC
nationals.


Few researchers address the link between information
and knowledge management and transformational
leadership.


Sharing knowledge needs to be encouraged,
incentivized, inspired and facilitated. People do not
easily share what they know especially in the Arab
World.




LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Critical Factors Enabling the Success
of
Knowledge Management






Managerial influence










Leadership





Coordination


Control






Financial





Orgt
, culture




Human





Governmental




Technological





Social & economic




Resource influences






Environmental
influen

Source: Adapted from
Holsapple

and Joshi 2000

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Role of Leadership for KM in Dubai’s

Public sector

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes
No, planned in next 3 years
No
34%

19%

47%

33%

14%

53%

21%

18%

62%

Central unit for K.M
Chief K.M officer
Knowledge champions
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Incentives for sharing knowledge within

the organization

39%

25%

34%

65%

No incentives
Monetary incentives
DGEP
Sharing knowledge is not a criterion for assesing performance
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Important factors for improvement

of KM performance

0%
10%
20%
30%
40%
50%
60%
Very important
Important
Somewhat important
Not important at all
Allocation of sufficient funds
Rewards system for sharing knowledge
involvement of the staff
High priority by top management
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

Groups that resist KM

25%

31%

30%

30%

18%

9%

11%

9%

14%

Senior staff
Mid management
Officers
Administrators
I.T division
Strategy division
Perfrmnce mangt division
H.R division
Accounting/finance
LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

The importance of transformational leadership for the
success of knowledge management
programs


Educate 3
rd

and 4
th

line employees about the
significance of knowledge management and
knowledge sharing for the overall success of the
transition to knowledge economy.


Applying models that are applicable to the culture
and region of the Gulf.


Leaders should consider their sense of duty as the
motivator and be empowered to share knowledge
and learn from others.

LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT

The importance of

transformational leadership
for the
success of knowledge management programs.


Knowledge leaders in organizations need to:


Establish a culture that appreciates and respects
knowledge sharing by organizing learning activities,
conversation cafes, weekly informal meetings…etc.


Establish the necessary knowledge infrastructure
(internal portals, social media sources, instant
messaging facilities…
etc
, to allow employees to
connect and share their knowledge.


Appoint knowledge champions and officers to
facilitate the capturing, documenting and sharing of
knowledge.


LEADERSHIP FOR THE TRANSFORMATIONAL GOVERNMENT





Thank you very much for listening!