Comprehensive knowledge management system model in oil and gas industry of Saudi Arabia

Abstract

Globalization and competition are the two main challenges facing firms that are either trying to stay in the market or sustain their success. Therefore, investment in technology, process and people has become necessary to ensure the attainment of the required share in the marketplace. Moreover, today’s fast changing environment means that Knowledge Management (KM) has become an essential and integral part of an organization’s existence. Although the importance of KM in Saudi Arabian firms is clearly highlighted by many studies, most of those studies contain misconceptions about KM and the overall understanding of the nature KM. In addition, lack of proper methodology used. The objective of the research is to clarify KM concept and also study technical and cultural factors that affecting KM success. This study also aimed to understand and measure KM in the as-is current state in order to have successful to-be future state. This research utilized both conceptual and empirical methods in order to deliver the research outcome. The research suggests also studying the relationship between factors that influence KM from a new comprehensive perspective. Thereafter, the study developed a conceptual model, Comprehensive Knowledge Management System (CKMS) for empirical research work and validates it using data from a pre-selected organization in Oil and Gas Industry. The outcome of the study which is a mixed method triangulation composed of quantitative, qualitative and a case study revealed that in spite of organization having a strong Information Technology (IT) infrastructure and competent IT support staff. It is lack behind in term of KM. This is due to several factors such as the transformation of organizational culture, virtuous traits and management support, rewards and recognitions programmes. In addition to frequent transitions between jobs especially for new employees, that hinders knowledge transfer and builds experiences and skills for specific areas. Furthermore, all sixteen research hypotheses and constructs proposed by the CKMS proved to be significant except for individual culture and societal culture. Organization in private sectors in Saudi Arabia can leverage the results of this study to develop a better plan for KM to commence the successful usage and implementation of KMS which will establish a more effective way in line with the mission and vision of the organization and hence, support Saudi Arabia vision 2030.