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Problem Statementnotedplease Rewrite The Problem Statement And Improv
The rapid demographic and workforce diversification in Dubai's public sector underscores the critical need for effective knowledge management (KM) strategies. As of December 2016, the United Arab Emirates' population was approximately 9.12 million, with Dubai accounting for over 3.8 million residents, comprising more than 120 nationalities (United Nations, 2017; Dubai Statistics Centre, 2016). This cultural and ethnic diversity enriches societal knowledge but simultaneously presents challenges in harnessing this diversity for organizational growth and service efficiency.
Dubai’s government organizations employ over 43,000 staff members across various departments such as Dubai Court, Dubai Health Authority, Dubai Land Department, Dubai Electricity and Water Authority, Dubai Municipality, Road and Transportation Authority, and the Financial Audit Department (Dubai Statistics Centre, 2015). With a significant proportion of the workforce being expatriates, managing and utilizing their diverse knowledge assets become imperative for institutional success. The application of knowledge management practices in these public institutions has been associated with numerous benefits, including improved employee performance, enhanced organizational efficiency, better decision-making, and increased public satisfaction (Cong, Xiaoming, & Pandya, 2004; Singh, 2012).
Despite these advantages, there exists a substantial research gap regarding how knowledge is effectively managed within Dubai's multicultural workforce. The challenge lies in capturing, sharing, and reusing knowledge in a culturally diverse environment, where differences can foster innovation but may also impede seamless knowledge flow if not properly managed (Milliken et al., 2003; Argote et al., 2000). Moreover, previous studies have highlighted a problem of underutilization of human capital resources—up to 50%—in public sector organizations, resulting in a significant loss of potential and knowledge value (Mohammed et al., 2008; Skook & Taher, 2010).
Hence, the core questions arise: How can Dubai’s public sector organizations develop and implement effective knowledge management strategies that leverage cultural diversity? What are the barriers to knowledge sharing in such environments? And how does effective KM impact organizational performance and service delivery? Addressing these questions requires a comprehensive understanding of the existing knowledge management frameworks and the unique cultural dynamics within Dubai’s public institutions.
The importance of this investigation is underscored by the need for tailored KM strategies capable of fostering innovation, operational excellence, and sustainable development amid the changing demographic landscape. Recognizing this research gap will contribute to developing targeted policies and practices that maximize the benefits of workforce diversity and transform knowledge assets into organizational value, crucial for Dubai’s ongoing growth and global competitiveness.