The Actual Composition of Organizational Knowledge at the University Of Tabuk from the Standpoint of the Faculty Members

Dhaifallah Bin Ghedhayyan Bin S. Hamroon

Abstract


The purpose of this study is to know the reality of the organizational knowledge that is based on the interaction between the implicit knowledge and the explicit knowledge at Tabuk University in the Kingdom of Saudi Arabia. This research keeps track of the reality of the four stages of changing the implicit knowledge into an apparent and explicit knowledge. The researcher used the descriptive approach and designed a questionnaire to diagnose this reality. This questionnaire was applied, after ensuring its reliability and self-consistency, on 160 of the faculty members at Tabuk University. The results of the study showed: the weakness of the area of planning to exchange knowledge where the response rate was only 48%, both the area of showing the implicit knowledge and the area of changing the explicit knowledge into explicit scientific knowledge, and the area of changing the explicit knowledge into an implicit one were moderate, between 2.40 and 2.97. The results also showed statistically significant differences attributed to the variable of gender and the scientific degree in the areas of changing the explicit knowledge into a scientific explicit knowledge, and changing the explicit knowledge into implicit knowledge; there are also differences attributed to gender and nationality in the area of planning to exchange implicit knowledge;as well as differences attributed to scientific degrees in the area of showing implicit knowledge. Whereas, no statistically significant differences for the variables of administrative position and experience at Tabuk University. The study recommends developing the performances of the academic leadership at Tabuk University in the areas of administering and planning knowledge, through special training programs and spreading awareness, among administrations and units of employees' development, and the importance of planning to exchange implicit knowledge through a number of mechanisms.

Keywords


Organizational Knowledge, Explicit Knowledge, Tacit Knowledge, University of Tabuk

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