This study proposes the implementation of a Strategic Ontological Police Force Knowledge Management Framework with the Dubai Police Force. Recent research in knowledge management has reiterated the potential benefits of effective knowledge management in both public and private sector organisations. Effective knowledge management allows organisations to accrue rewards such as increased productivity, enhanced performance, and competitive advantage. However, the process of transitioning to new models and frameworks of knowledge management can pose a number of difficulties, particularly within organisations that have entrenched managerial practices. This study posits that the implementation of an effective knowledge management strategy must take into account the cultural and administrative specificity of the organisation, and the wider socio-cultural context in which it operates, in order to ensure that an appropriate framework is devised. The core characteristics of the proposed Knowledge Management framework of the Dubai Police Force must be one where the organisational structure first and foremost permits transparency and an avenue stream for sharing knowledge. This framework must enhance common understanding within the organisation hence ontology is utilised to capture this. New technology must be shared amongst all levels within the organisation and training at all levels is required to be homogenous. The thesis finds that knowledge sharing within the Dubai Police Force to be largely absent with a degree of apathy amongst staff members. Further, the findings show the staff to be unaware of the nature to which knowledge sharing could benefit the police force in the long run. There was also an attitude whereby staff members concentrated on their own particular tasks, goals and achievements and not those of other individuals, which if noted, would be to the benefit of the organisation. The thesis found that the entire infrastructure lacked cooperation at all levels to the detriment of the entire police force. In light of the knowledge framework and contribution, the recommendations serve to consider how people, cultures and technology interact to create a strategy for knowledge transfer within the institution rather than an environment consisting of workers the knowledge management technologies should ensure a process that includes personal development contributing to the overall organisation and training programmes.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:694081 |
| Date | January 2016 |
| Creators | Almuhairi, Khamis |
| Publisher | Kingston University |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://eprints.kingston.ac.uk/35590/ |
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