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Organisational Readiness for Knowledge Management: Bahrain Public Sector Case Study
Abstract
This study explores the factors that affect organisational readiness for Knowledge Management (KM). This chapter assesses the organisational readiness for KM at public sector organisations in Bahrain; furthermore, it utilises these findings to develop a guideline to enable the successful adoption and implementation of KM. A questionnaire survey was conducted at the public sector organisations in Bahrain. The research findings indicate that culture (collaboration, trust, and learning), structure (centralisation, formalization, and rewards systems), and IT infrastructure (IT support) all provide a sound basis for organisations to assess their readiness for KM. The results show that the public sector organisations in Bahrain vary in terms of readiness levels against the different variables. The findings are discussed and relevant recommendations are made with regards to KM adoption at the public sector organisations in Bahrain. The findings imply a need for intensified organisational and managerial commitment in order to promote collaboration, trust, learning, decentralisation, less formalisation, reward systems, and enhanced IT support at the public sector organisations in Bahrain. Implementation of these required changes in the public sector’s culture and structure will help in preparing the public sector and their awareness and readiness to implement KM. This study is among the first empirical works assessing organisational readiness for adopting KM. Moreover, this chapter has extended knowledge in KM, especially concerning the need for the consideration of organisational readiness before embracing KM. The most significant contribution of this chapter is that it provides an instrument for assessing organisational readiness. It serves as a guideline for leaders and helps them to ensure that essential preliminary factors and variables are promoted and covered when they start KM implementation within their organisations.
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