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Article
Publication date: 17 February 2012

Ibrahim Seba, Jennifer Rowley and Rachel Delbridge

This study aims to contribute to understanding of knowledge management and sharing in the public sector in the Middle East through a case study based investigation of knowledge

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Abstract

Purpose

This study aims to contribute to understanding of knowledge management and sharing in the public sector in the Middle East through a case study based investigation of knowledge management initiatives and associated challenges and barriers.

Design/methodology/approach

Semi‐structured interviews were conducted with 15 police officers of different rank and position. Questions focussed on knowledge management strategies and approaches to encouraging employees to exchange and share knowledge, and difficulties associated with encouraging officers to share knowledge. Interviews were either recorded and transcripts created, or notes were taken. A three‐stage thematic analysis of the interview transcripts was undertaken.

Findings

The Dubai Police Force has made a strategic commitment to the development of knowledge management to enhance performance. It established a Skills Investment Programme in 2003, a Knowledge Management Department in 2005, and more recently, in 2009, a Curriculum Department. However, the evidence from interviews suggests that the force has yet to succeed in embedding a knowledge culture. Four key factors were identified repeatedly as potential barriers to knowledge sharing: organizational structure, leadership, time allocation, and trust.

Originality/value

This article demonstrates the importance of leadership, time allocation, and trust in promoting a knowledge culture and encouraging knowledge sharing. In Arab cultures, leadership and trust, and associated rewards such as respect have a particular role to play.

Details

Journal of Knowledge Management, vol. 16 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 14 October 2020

Mohammed Saleh Alosani and Hassan Saleh Al-Dhaafri

Police agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt…

Abstract

Purpose

Police agencies are under pressure to improve their performance and provide outstanding services for the community. In response, academics and practitioners have called to adopt effective methods that help these agencies to achieve their goals. Studies reported that benchmarking has a role to improve organisational performance. However, poor evidence of using benchmarking within police agencies and very few studies examine the relationship between it and police performance. Motivated by this gap, this study aims to explore and examine this relationship under the mediating role of innovation culture.

Design/methodology/approach

A quantitative methodology was utilised in this study. Data used to examine the hypotheses were obtained from the departments and stations of the Dubai Police Force (DPF), and the population comprised head section officers. A total of 338 questionnaires were distributed to respondents, 252 of which were returned. The hypothesised relationships were tested with the data collected by SPSS and SmartPLS statistical software.

Findings

Findings clearly show that benchmarking is directly and indirectly associated with the organisational performance of the DPF through innovation culture. Results support the notion that innovation culture facilitates the implementation of proper benchmarking projects in the DPF, which positively affects different aspects of its performance.

Research limitations/implications

This study includes several limitations. Specifically, the generalisability of the findings should be considered. The analysis applies only to the DPF in the UAE. Thus, investigating and analysing variables in different police agencies in the UAE or internationally would be valuable.

Practical implications

Several recommendations are provided in relation to the obtained results to assist managers and decision makers in the DPF and other police agencies. This study includes suggestions for improving police performance by establishing an innovation culture and adopting benchmarking practices.

Originality/value

Although several contributions indicated that benchmarking and innovation culture is a key determinant of success, the literature lacks empirical studies investigating this link in the police field. This study is the only one to date that examined this relationship in police services. Accordingly, this study seeks to bridge this gap and delivers empirical evidence and theoretical insight to better understand this relationship.

Details

The TQM Journal, vol. 33 no. 4
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 27 May 2020

Mohammed Saleh Alosani, Rushami Zien Yusoff, Ali Ali Al-Ansi and Hassan Saleh Al-Dhaafri

This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the…

Abstract

Purpose

This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the role of innovation culture as a mediating variable between this relationship.

Design/methodology/approach

A questionnaire survey was conducted to collect research data. The population of the study was composed of head section officers of the DPF. A total of 388 questionnaires were distributed amongst respondents in which 252 of them were returned. Structural equation modelling was performed to test the hypothesised model.

Findings

Central findings confirmed the effect of Six Sigma and innovation culture on organisational performance. Additionally, innovation culture was found to partially mediate the effects of Six Sigma on organisational performance.

Practical implications

Findings from this study may enlighten managers, practitioners and academicians on the importance of using Six Sigma in the policing field. This study advocates taking into account preparing appropriate culture when implementing Six Sigma projects given its role in facilitating the implementation of these projects and achieving success. Six Sigma with innovation culture provides a key opportunity for the creation of uniqueness and has the potential to significantly influence organisational performance.

Originality/value

This study adds to the current knowledge on the role of Six Sigma on organisational performance of police agencies. This study is the first to provide empirical evidence on the mediating role of innovation culture on the relationship between Six Sigma and organisational performance in policing context.

Details

International Journal of Lean Six Sigma, vol. 12 no. 2
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 14 July 2021

Hassan Al-Dhaafri and Mohammed Saleh Alosani

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

2220

Abstract

Purpose

The purpose of this study is to study the collective effect of leadership, strategic planning and entrepreneurial organizational culture (EOC) on organizational excellence.

Design/methodology/approach

Using primary data obtained through a survey questionnaire, hypotheses have been developed for testing. Out of a total of 565 questionnaires, only 355 questionnaires were returned where data were collected from the Dubai police organization. The structural equation modelling (SEM) approach was used to analyse the collected data.

Findings

Statistical findings using SEM-partial least square confirmed the full mediating role of strategic planning as a mechanism between leadership and organizational excellence. In addition, the results reported a significant effect of leadership on strategic planning besides its impact on organizational excellence.

Practical implications

Results reported many valuable implications. The outcomes of this study have practical implications that will help managers, decision-makers and practitioners to consider the study’s variables to enhance the overall performance through achieving excellence.

Originality/value

The collective role of leadership, strategic planning, EOC and organizational excellence is studied as one of the most important empirical studies which bring original contribution to the existing body of knowledge.

Details

Measuring Business Excellence, vol. 26 no. 3
Type: Research Article
ISSN: 1368-3047

Keywords

Article
Publication date: 9 July 2020

Hassan Al-Dhaafri and Mohammed Alosani

Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of…

1269

Abstract

Purpose

Strategic planning and strategy implementation are proposed to impact overall performance. However, the purpose of this study is to empirically examine the mediating effect of organisational excellence on the relationship between strategic planning, strategy implementation and organisational performance (OP).

Design/methodology/approach

Hypotheses have been developed for testing using primary data obtained through a survey questionnaire. The data were gathered from the Dubai police organisation. Out of a total of 500 questionnaires, only 244 questionnaires were returned. For measurement and structural models, the structural equation modelling (SEM) approach was used to analyse the data.

Findings

All proposed hypotheses were supported and confirmed the positive and significant relationships between strategic planning, strategy implementation, organisational excellence and OP. Statistical findings using SEM-partial least square also confirmed the mediating role of organisational excellence as a mechanism between strategic planning, strategy implementation and OP.

Practical implications

Results discussed many valuable implications. The outcomes will help managers, decision-makers and practitioners to consider organisational excellence strategy when implementing strategic planning process to achieve the best performance.

Originality/value

The current study is one of the most important empirical studies to analyse and examine the relationships between strategic planning, strategy implementation organisational excellence and business performance. In addition, this study is one the rare studies that involve excellence as a practice when implementing strategic planning process.

Article
Publication date: 15 August 2022

Mohammed Saleh Alosani and Hassan Saleh Al-Dhaafri

Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to…

Abstract

Purpose

Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.

Design/methodology/approach

This paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.

Findings

Results indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.

Originality/value

This paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.

Details

American Journal of Business, vol. 37 no. 4
Type: Research Article
ISSN: 1935-5181

Keywords

Article
Publication date: 1 September 2021

Hassan Saleh Al-Dhaafri and Mohammed Saleh Alosani

The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.

1061

Abstract

Purpose

The study's goal is to look at how total quality management (TQM), enterprise resource planning (ERP) and organizational performance interact to affect organizational excellence.

Design/methodology/approach

A survey questionnaire research design was used to achieve the goal of this study through the hypothesized model. The information was obtained from a Dubai police organization. Out of 550 questionnaires, 320 questionnaires were returned. To analyze the data for measurement and structural models, the structural equation modeling (SEM) partial least squares method was used.

Findings

The statistical results confirmed the positive and significant effects of TQM and ERP on organizational performance. The mediation role of organizational performance between TQM, ERP and organizational excellence also was confirmed.

Practical implications

More details and significant consequences have been explored in this study. The findings have a number of practical implications. The findings also assist practitioners and managers in making the best decisions while incorporating TQM, ERP and excellence practices in their organizations. Organizations will achieve optimum strong excellence and stay competitive in a competitive market by integrating the effects of TQM, ERP and organizational performance.

Originality/value

This study is another empirical investigation into the combined impact of TQM, ERP and performance on excellence relationships. In other words, the current study is one of the few that investigates the mediating role of organizational performance as a variable alongside organizational excellence as the ultimate variable in developing countries, specifically in the United Arab Emirates (UAE).

Details

The TQM Journal, vol. 34 no. 5
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 12 August 2020

Hassan Saleh Al-Dhaafri and Mohammed Saleh Alosani

The main purpose of this paper aims to evaluate the mediating effect of organisational excellence between human resource management (HRM) and organisational performance through…

Abstract

Purpose

The main purpose of this paper aims to evaluate the mediating effect of organisational excellence between human resource management (HRM) and organisational performance through the perspective of the resource-based view theory of the firm.

Design/methodology/approach

The four hypotheses presented in this study were tested using data collected from employees of the Dubai Police Force in the United Arab Emirates. A questionnaire survey was performed and the SmartPLS analysis software was used to examine the relationship between the proposed variables by testing the measurement and structural models.

Findings

The results obtained in this study indicated that all four of the proposed hypotheses were supported.

Practical implications

The findings of this research can be used by decision-makers, managers and practitioners to improve the performance of their organisations through the implementation of innovative strategies such as organisational excellence.

Originality/value

This study is considered one of the very few empirical studies that examine the effect of HRM, excellence and performance.

Details

International Journal of Quality & Reliability Management, vol. 38 no. 3
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 November 2006

Ahmed Binsubaih, Steve Maddock and Daniela Romano

In Dubai, traffic accidents kill one person every 37 hours and injure one person every 3 hours. Novice traffic accident investigators in the Dubai police force are expected to…

Abstract

In Dubai, traffic accidents kill one person every 37 hours and injure one person every 3 hours. Novice traffic accident investigators in the Dubai police force are expected to ‘learn by doing’ in this intense environment. Currently, they use no alternative to the real world in order to practice. This paper argues for the use of an alternative learning environment, where the novice investigator can feel safe in exploring different investigative routes without fear for the consequences. The paper describes a game‐based learning environment that has been built using a game engine. The effectiveness of this environment in improving the performance of traffic accident investigators is also presented. Fifty‐six policemen took part in an experiment involving a virtual traffic accident scenario. They were divided into two groups: novices (0 to 2 years experience) and experienced personnel (with more than 2 years experience). The experiment revealed significant performance improvements in both groups, with the improvement reported in novices significantly higher than the one reported in experienced personnel. Both groups showed significant differences in navigational patterns (e.g. distances travelled and time utilization) between the two training sessions.

Details

Interactive Technology and Smart Education, vol. 3 no. 4
Type: Research Article
ISSN: 1741-5659

Keywords

Article
Publication date: 3 February 2020

Fauzia Jabeen, Maryam Al Hashmi and Vinita Mishra

This study aims to explore the antecedents that may lead to turnover intentions among police personnel in the United Arab Emirates.

Abstract

Purpose

This study aims to explore the antecedents that may lead to turnover intentions among police personnel in the United Arab Emirates.

Design/methodology/approach

The data were collected from police personnel (n = 176) through a questionnaire survey, and structural equation modeling was used to test the relationships.

Findings

The findings revealed that the work-family conflict and job autonomy significantly correlate with turnover intentions. Alternatively, perceived organizational support does not predict turnover intentions.

Research limitations/implications

This research is limited by the study’s subjective assessment of police personnel turnover intentions through self-reported questionnaires. It provides implications for policymakers, organizational behavioral experts and those interested in formulating effective strategies to reduce turnover among police personnel.

Originality/value

This study offers a novel context as it assesses police personnel in an emerging Middle Eastern country. It provides insights to policymakers and academia concerning the factors strongly linked with police personnel turnover intentions and will help them formulate strategies for improving personnel satisfaction and advancing relationships between police and the community.

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