Order 2338330: knowledge management theory

Problem Statement

and add the part Research gap

The big transition at knowledge requires effective plans, strategies and management. According to Federal Authority for Competitiveness and statistics, the actual number of the population of the United Arab Emirates until 31 December 2016 was 9,121,167 people consisting of 947.9 thousand citizens and the rest are of different nationalities (United Nations, 2017). The number of residents in Dubai recorded by Dubai Statistics Centre in 2016 was 3,808,600 people. However, there are more than 120 nationalities in the United Arab Emirates concentrated in Dubai, which will bring different knowledge and information to the society. The total number of workers in Dubai government Departments were 33,122 foreigner and 10,130 citizens at seven departments Dubai Court, Dubai Health Authority, Dubai Land Department, Dubai Electricity and water Authority, Dubai Municipality, Road and Transportation Authority, Financial Audit Department. (D.S.C., 2015)

organizations work to develop and nurture engagement to reach the organization objectives. . The application of knowledge management in Dubai's public institutions creates both employees and organizational benefits and opportunities. Employees have the opportunity to share their experience and knowledge and learn from each other's, thereby enhancing performance and improving their skills. At the organizational level, efficiency, quality, productivity and better decision-making are the probe. Organizations are seeing significant improvement in both the quality and cost of their operations and public satisfaction (Cong, Xiaoming and Pandya 2004). The job and organization engagement are related to work outcomes (Singh, 2012).

However, the main question would be; how to manage knowledge among people in Dubai? Diversification of the workforce provides organizations with the privilege of the accessibility to

different ideas, skills, and it enhances the organizations’ competitive edge (Elmuti, 2001).This diversity of Culture firstly entails the variety in the ideas of individuals in the management of knowledge. According to the results obtained in research field, cultural diversity is a "double- edged sword" (Milliken et al., 2003). Second, this diversification of culture is usually transferred to the institutions in which they work (Argote, Ingram, Levine & Moreland, 2000), Third, the selection of those responsible for these institutions in proportion to the nature of the institution (Teichler & Cummings, 2015) and lastly, changing and affecting the ideas of the rest of the employees in those institutions. In addition, it will also involve a variety of knowledge, which is transferred to institutions by direct or indirect communication at work (Denning, 2011). Knowledge management in entrepreneurial organizations is based on the studies of endogenous growth (Romer, 1994). The Knowledge Management process consists of four stages: acquisition, storage, distribution, and use of knowledge (Rodrigo & Manoel, 2017). Organizations constantly generate knowledge in different forms. The Organizations perspective is based on the ability of organizations to capture and reuse this knowledge to unlock the potential of innovation (Nonaka and Takeuchi, 1995). In organization knowledge assets are seen as an essential source of wealth and success in today's globalized and competitive environment. The workforce diversity has direct influence on productivity and performance (Saxena, A. 2014).

knowledge management is importance to the UAE and GCC (Mohammed et al. 2008, Skook and Taher 2010, Ahmed and Dagfous 2009). Despite this expansion of human capital resources, recent studies indicate that there has been a low return in terms of capturing and transferring knowledge as well as improving performance. One of the main outcomes is the prevailing high level of under- utilization of knowledge and skills, especially in the public sector. This demonstrates that approximately half of the available skills and knowledge resources are not properly recognized

and used to achieve organizational goals. Moreover, the GCC countries were fortunate to attract expertise and talent from around the world that enabled the region to build basic infrastructure (Al- Yahya, 2009). These sources of knowledge are often found in local markets along with the experience and knowledge they have acquired over the years, resulting in a significant loss for local organizations.

This raises the questions of how can an organization acquire, save and transfer this knowledge to the organization and what is the effect of this knowledge on the performance of Organizations?