KNOWLEDGE MANAGEMENT, ORGANISATIONAL RESILIENCE, AND ORGANISATIONAL PERFORMANCE: EVIDENCE FROM THE SHARJAH POLICE FORCE
DOI:
https://doi.org/10.18623/rvd.v23.7054Keywords:
Knowledge management, Organisational resilience, Organisational performance, PLS-SEM Mediation, Sharjah Police, UAEAbstract
This study examines the mediating role of organisational resilience in the relationship between knowledge management (KM) and organisational performance within the Sharjah Police Force, UAE. Grounded in the Knowledge-Based View and the Dynamic Capabilities Framework, the study employs a quantitative survey design with data collected from 300 respondents (response rate = 98.04%). Partial Least Squares Structural Equation Modelling (PLS-SEM) was used for analysis. The measurement model demonstrated exceptional reliability (Cronbach's alpha: 0.986–0.989) and convergent validity (AVE: 0.759–0.836). Results reveal that KM strongly predicts organisational performance (β = 0.945, R² = 0.892, F = 2470.974, p < 0.001) and organisational resilience (β = 0.951, R² = 0.905, F = 2845.979, p < 0.001). Organisational resilience, in turn, significantly influences performance (β = 0.939, R² = 0.882, p < 0.001). The indirect path from KM through resilience to performance is significant (β = 0.404, t = 4.086, p < 0.001), confirming partial mediation. These findings highlight KM as a dual-pathway strategic lever: directly improving performance and indirectly enhancing it through resilience. Practical implications for public-sector law enforcement agencies in the Gulf Cooperation Council (GCC) region are discussed.
References
Abdulla AbdulHabib, B., & Al-Dhaafri, H. (2018). The effect of human resource management and total quality management practices on organizational performance: An empirical study at the Sharjah Police. Journal of Resources Development and Management, 43, 1–9.
Abdulwahab, A., & Al-Dhaafri, H. (2019). Organizational excellence and performance: A study from the UAE public sector. International Journal of Business and Management, 14(5), 1–10.
Al Ahbabi, S. A., Singh, S. K., Balasubramanian, S., & Gaur, S. S. (2019). Employee perception of impact of knowledge management processes on public sector performance. Journal of Knowledge Management, 23(2), 351–373.
Alhashmi, S. F. S., Salloum, S. A., & Abdallah, S. (2017). Critical challenges for implementing artificial intelligence in the UAE public sector. International Journal of Information Technology and Language Studies, 1(3), 123–130.
Alosani, M., Al-Dhaafri, H., & Yusoff, R. (2021). Conceptual framework of strategic planning and performance within the UAE MOI. European Journal of Business and Management Research, 6(3), 1–8.
AL-Sinawi, A. N., & Sharma, S. K. (2020). The relationship between knowledge management and organizational resilience: An empirical study. International Journal of Knowledge Management, 16(2), 28–45.
Ayodele, A., Chang-Richards, A., & González, V. (2021). Factors affecting workforce capability to deliver sustainable construction: A systematic literature review. Journal of Construction Engineering and Management, 147(2).
Balasubramanian, S., Al-Ahbabi, S., & Sreejith, S. (2020). Knowledge management processes and public sector performance. International Journal of Public Sector Management, 33(1), 109–128.
Boumarafi, B., & Jabnoun, N. (2008). Knowledge management and performance in UAE business organizations. Knowledge Management Research & Practice, 6(3), 233–238.
Geisler, E., & Wickramasinghe, N. (2015). Principles of knowledge management: Theory, practice, and cases. Routledge.
Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(S2), 109–122.
Hair, J. F., Henseler, J., Dijkstra, T. K., & Sarstedt, M. (2017). Common beliefs and reality about partial least squares: Comments on Rönkkö and Evermann (2013). Organizational Research Methods, 20(3), 431–456.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610.
Lengnick-Hall, C. A., & Beck, T. E. (2009). Resilience capacity and strategic agility: Prerequisites for thriving in a dynamic environment. In C. P. Nemeth, E. Hollnagel, & S. Dekker (Eds.), Resilience Engineering Perspectives (Vol. 2). Ashgate.
Mariano, S., & Awazu, Y. (2016). Artifacts in knowledge management research: A systematic literature review and future research directions. Journal of Knowledge Management, 20(6), 1333–1352.
Migdadi, M. M. (2022). Knowledge management processes, innovation capability and organizational performance. Journal of Innovation & Knowledge, 7(1), 100162.
Mohammed, A., Al-Swidi, A., & Hafeez, M. H. (2023). Knowledge management and police performance: Mediating role of service quality. Policing: An International Journal, 46(3), 440–458.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
Yuan, F. (2010). Knowledge management and organizational learning. Springer.
Downloads
Published
How to Cite
Issue
Section
License
I (we) submit this article which is original and unpublished, of my (our) own authorship, to the evaluation of the Veredas do Direito Journal, and agree that the related copyrights will become exclusive property of the Journal, being prohibited any partial or total copy in any other part or other printed or online communication vehicle dissociated from the Veredas do Direito Journal, without the necessary and prior authorization that should be requested in writing to Editor in Chief. I (we) also declare that there is no conflict of interest between the articles theme, the author (s) and enterprises, institutions or individuals.
I (we) recognize that the Veredas do Direito Journal is licensed under a CREATIVE COMMONS LICENSE.
Licença Creative Commons Attribution 3.0
