Title: Investigating the use of knowledge management tools within the Saudi Arabian public sector organisations

Authors: Suresh Renukappa; Khaled Algahtani; Saeed Al Nabt; Subashini Suresh; Hanouf Alosaimi

Addresses: Faculty of Science and Engineering, University of Wolverhampton, Wolverhampton WV1 1LY, UK ' Faculty of Science and Engineering, University of Wolverhampton, Wolverhampton WV1 1LY, UK ' Faculty of Science and Engineering, University of Wolverhampton, Wolverhampton WV1 1LY, UK ' Faculty of Science and Engineering, University of Wolverhampton, Wolverhampton WV1 1LY, UK ' Faculty of Science and Engineering, University of Wolverhampton, Wolverhampton WV1 1LY, UK

Abstract: Recent technological developments have made a significant and positive impact on the ability and desire to manage knowledge. Therefore, the aim of this paper is to explore the usage of key knowledge management (KM) techniques and technologies for dealing with change initiatives in the Kingdom of Saudi Arabia (KSA) public sector organisations. A web-based, online questionnaire survey method was employed to collect data. The survey revealed that conventional, simple and cost-effective KM techniques and technologies such as telephone, internet, face-to-face meetings, WhatsApp, and formal education and training programs are extensively used, whereas modern KM techniques and technologies such as Viber, FaceTime, LinkdIn, informal networks and knowledge maps are less used. The paper concludes that to gain competitive advantage, it is necessary for KSA public sector decision-makers to recognise and use a blend of information and communication technology (ICT) and non-ICT-based KM techniques and technologies.

Keywords: Kingdom of Saudi Arabia; knowledge management; techniques and technologies; tools.

DOI: 10.1504/MEJM.2017.087522

Middle East Journal of Management, 2017 Vol.4 No.4, pp.355 - 371

Received: 26 May 2017
Accepted: 09 Jun 2017

Published online: 05 Oct 2017 *

Full-text access for editors Access for subscribers Purchase this article Comment on this article