Implementing KM in a public organization
: the case of the Dubai Police Force

  • Abdulla Mohammed Busanad

Student thesis: Doctoral Thesis


The past two decades have witnessed an increasing interest in Knowledge Management, a concept which has been recognised as key to the success of an organization’s overall strategy. Public organizations have also come to realize the importance of managing data and information and of building an efficient knowledge base to achieve effective decision making which in turn increases organizational performance. Knowledge Management in police organizations is particularly important because police officers rely heavily on information and knowledge to perform their work. Despite the growing rate of adoption of Knowledge Management practices by both private and public organizations the literature shows that many Knowledge Management projects fail to achieve their assigned goals (Davenport & Prusak, 1998). This is because management neglects to determine the critical dimensions that influence the success of their Knowledge Management implementation initiatives. This study identifies and examines various factors that influence the success or failure of Knowledge Management initiatives as manifested in the Dubai Police Force, an Arab public-sector organization. Conclusions from the literature review and the pilot study found four main dimensions which are critically influential in the implementation of Knowledge Management in the Dubai Police Force, namely organizational culture, leadership style, information and communication technologies and training. This study examines the correlative relations of these critical dimensions, and of their collective association with regard to the Knowledge Management initiative. The findings conclude the validity of all the variables that were investigated, confirming a positive correlation between these critical factors and Knowledge Management practice. This study therefore contributes to Knowledge Management literature from an Arab public sector perspective by measuring the most critical factors in Knowledge Management implementation from within. It also proposes a model of critical success factors for Knowledge Management initiatives in this particular context.
Date of AwardApr 2016
Original languageEnglish
Awarding Institution
  • University of Portsmouth
SupervisorChristine Welch (Supervisor), Ashraf Labib (Supervisor) & Lynn Day (Supervisor)

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