Knowledge Management in Police Command of Eastern Azerbaijan Province: The Present Status and the Barriers

Document Type : Case study

Authors

1 PHD of Educational Administration, Faculty of Education & Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran

2 Master of philosophy and Divine theology, East Azarbaijan Police Department, Tabriz, Iran

3 Associate Professor in Education Department, Tabriz Branch, Islamic Azad University, Tabriz.Iran

Abstract

This research is aimed at assessing of knowledge management status and identifying the barriers in the way of sharing and documentation of knowledge in the Police Command of Eastern Azerbaijan rovince. This mixed research follows concurrent nested method. Phenomenological approach is selected for the qualitative phase of the study and descriptive-survey method is employed in the quantitative phase.  The statistical sample of the qualitative phase of the research included 10 commanders and employees of police of Eastern Azerbaijan province selected by snowball sampling method. Data were analyzed using inductive coding of phrases and words from participant interviews. The research population included 320 police employees and commanders in the quantitative phase in the same population having been selected by simple random sampling. The instruments of data collection included a semi structured questionnaire in the qualitative phase, and in the quantitative phase a standardized questionnaire of the processes of knowledge management and the infrastructure affecting knowledge management was employed.  The face validity and content validity of the questionnaires were confirmed.  The reliability coefficient of Cronbach's Alpha for the knowledge management process was 0.93, and for the effective factors was 0.90. The trustworthy of the results was affirmed by reviewing the data and recording the details of the research and prolonging the process. In the qualitative phase, inductive coding method was used for data analysis and in quantitative phase, T-sample testing through SPSS 22 software was used to answer the research questions. The results of the research indicated that the present status of knowledge management was 2.59 in terms of process, 2.73 for effective factors in the Police Command of the province. The t-value distance to the desired situation was 3.5. The main barriers to knowledge management in the Police command included trust, communication, organizational management, structure, commitment of human resource, culture, and technology. The Police Command of the province can improve the status of knowledge management in the organization by strengthening think tanks, documenting experiences, removing structural barriers, and increasing interpersonal and organizational trust.

Keywords

References

Anwar, J & Hasnu, S & Janjua, S (2013). Knowledge, Wisdom, Leadership and Vision: A Conceptual Framework for Learning Organizations, World Applied Sciences Journal, 28 (1): 56-65, 2013.
Bajaria, H. J. (2000). Knowledge creation and management: Inseparable twins. Total Quality Management, 11(4-6), 562-573.
Temel, S., & Vanhaverbeke, W. (2020). Knowledge Risk Management During Implementation of Open Innovation. In Knowledge Risk Management (pp. 207-227). Springer, Cham.
Bäck, T. (2020). Police officers’ perceptions of professional competence. European Journal of Policing Studies, Retrieved from http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-16743.
Gloet, M., & Samson, D. (2020). Knowledge management and systematic innovation capability. In Disruptive Technology: Concepts, Methodologies, Tools, and Applications (pp. 1198-1218). IGI Global.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.
Hourigan, R. M., & Edgar, S. N. (2020). 7.1. The Foundations of Phenomenology: Epistemology, Methodology, and Analysis. Approaches to Qualitative Research: An Oxford Handbook of Qualitative Research in American Music Education, 1, 110.
Bergeron, B. (2003). Essentials of knowledge management (Vol. 28). John Wiley & Sons.
Bhatt, F.D. (2008). Knowledge management in organization: Examining the interaction between technologies, and people. Journal of Knowledge management, (27), 23-37.
Boljanovic, J., Masic, B., & Dobrijevic, G. (2013). Key factors influencing the success of knowledge management. Technics Technologies Education Management, 8(1), 355-366.
Grover, V., & Davenport, T. H. (2001). General perspectives on knowledge management: Fostering a research agenda. Journal of Management Information Systems, 18(1), 5–21.
Gupta, J.N.D & Sharma, S.K. (2004). Creating knowledge Base organizations, Ideagroup publishing, PP.1-15.
Hang, T. (2005). Research on the Flow and Conversion of Tacit Knowledge in Library Knowledge Management and Its Framework of Management [J]. Information Studies: Theory & Application, 1.
Hissig, P. (2000). Knowledge management practice and attitude of IT department: do they practice what they preach? Journal of information & Knowledge Management, 2(1), pp. 777-798.
Ho, C. T. B., Hsu, S. F., & Oh, K. B. (2009). Knowledge sharing: game and reasoned action perspectives. Industrial Management & Data Systems. 109 (9), 1211-1230.
Jashapara, A. (2004). Knowledge management: An integrated approach. Pearson Education.
Ji, L.M., Hung, J., Chen, S.W., Jou C. (2009). Fostering the determinants of knowledge sharing, virtual communities. Computers in Human Behavior, 25(4), 929–939.
Liao, S. H., & Wu, C. C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert systems with Applications, 37(2), 1096-1103.‏
Lindner, F., & Wald, A. (2011). Success factors of knowledge management in temporary organizations. International Journal of project management, 29(7), 877-888.
Mc Evoy, P. J., Ragab, M. A., & Arisha, A. (2019). The effectiveness of knowledge management in the public sector. Knowledge Management Research & Practice, 17(1), 39-51.‏
Newman, B. D., & Conrad, K. W. (2000). A Framework for Characterizing Knowledge Management Methods, Practices, and Technologies. In PAKM.
Nielsen, A. (2006). Understanding dynamic capabilities through knowledge management. Journal of knowledge management, 10(4), 59-71.
Nonaka, I & Takeuchi, H (1995), "The knowledge creating company, New York": Oxford University Press.
Patil, M. R., & Mulimani, C. F. (2020). Improving Police Efficiency. Our Heritage, 68(1), 813-819.‏
Stankosky, M., Calabrese, F., & Baldanza, C. (1999). Knowledge Management: The Architecture of Enterprise Engineering-4 Pillar Slide. George Washington University, Washington DC.
Williams, E., Norman, J., & Rowe, M. (2019). The police education qualification framework: a professional agenda or building professionals?. Police Practice and Research, 20(3), 259-272.‏
Wiig, K. M. (1999). What future knowledge management users may expect. Journal of knowledge management, 3(2), 155-166.
Wong, K. (2005). Critical success factors for implementing knowledge management in small and medium enterprises. Industrial management & Data systems, 105(3), 261-279.
Wong, K. Y., & Aspinwall, E. (2004). Knowledge management implementation frameworks: a review. Knowledge and Process Management, 11(2), 93-104.
Zaim, H., Muhammed, S., & Tarim, M. (2019). Relationship between knowledge management processes and performance: critical role of knowledge utilization in organizations. Knowledge Management Research & Practice, 17(1), 24-38.‏
Besic, C., Krnjevic-Miskovic, Z., & Djordjevic, D. (2013). The role of knowledge in the development process of competitive ability of domestic companies on the global market. No. 7 Int'l J. Econ. & L., 3, 1.
Strategic Management of Organizational Knowledge
Volume 3, Issue 1 - Serial Number 8
March 2020
Pages 141-173

Files

History

  • Receive Date: 05 February 2020
  • Revise Date: 28 February 2020
  • Accept Date: 27 April 2020

Share

How to cite

Statistics