A Critical Analysis of Key Factors Influencing Knowledge Sharing Processes: A Case Study of Bahrain Public Security Forces

Abstract

ABSTRACT In these times of globalisation, knowledge is viewed as a source of competitive advantage and knowledge sharing (KS) as a characteristic of organisational success. In particular, KS has become a key factor for public organisations, which are searching for appropriate ways to manage and use their knowledge efficiently and effectively. This study contributes to the limited research base on knowledge sharing in public sector organisations, particularly police forces, and organisations in the Gulf region through an empirical investigation into the factors that influence knowledge sharing processes (Knowledge Donating and Knowledge Collecting) in the Bahrain Public Security Forces (BPSF). In order to achieve the research objectives, prior studies, relevant literature and theories were reviewed which led to the development of a theoretical framework and set of hypotheses that were used to test the influence of the proposed factors on KS processes. For this purpose, a quantitative approach using a questionnaire-based survey was conducted within the BPSF. Responses from 312 BPSF officers were analysed using sophisticated statistical techniques and software. Initially, Statistical Packages for Social Sciences (SPSS 24) was used to analyse demographic variables and exploratory factor analysis. Later, analysis of moment structure (AMOS 24) was used to conduct confirmatory factor analysis (CFA) and structural equation modelling (SEM) in order to evaluate the model fit of the study and to test the hypothesised relationships. The results revealed that most factors showed a statistically significant relationship with KS processes. In terms of knowledge donating (KD), organisational structure centralisation (SC), personal benefit (PB) and organisational structure formulisation showed the most significant and positive relationships. However, reciprocity (RC) and rewards (RW) were found to have an insignificant relationship with KD. On the other hand, in the case of knowledge collecting (KC), the results revealed that social interaction (SI), organisational structure centralisation (SC) and rewards (RW) had a significant positive association with KC whereas RC did not show any statistical relationship with KC. This study will contribute to the literature on knowledge sharing in public organisations, particularly for the Gulf countries such as Bahrain, and will assist the public sector managers to develop a knowledge sharing culture within their organisations. Moreover, this study contributes to the knowledge through developing and testing a new model that portrays factors affecting KS processes.