Identifying Enablers and Obstacles for Knowledge Management in a Police Organization: Case Study of Abu Dhabi Police

Abstract

Abstract Knowledge management and its effectiveness may be a potential catalyst for achieving project goals for optimum success and speed, or it may be a major cause of project failure when knowledge is inadequately managed. Recent scientific research has touched on the failure to facilitate the application of knowledge management mechanisms in all project phases due to the temporary status of projects as well as deficiencies in applying the concept of accountability among specialists. This paper reports on one element of a wider research project undertaken with Abu Dhabi Police to identify enablers and barriers to knowledge management in police projects. The research was qualitative in nature and focused directly on addressing mechanisms and methods of integrating management knowledge to improve project success and develop the capability of human capital in policing. The results of the research identified nine enablers that support successful knowledge management in policing projects: A policy for the management of knowledge, institutional leadership in support of open communication and motivation, highlighting the value of knowledge management, linking knowledge management content with job descriptions, establishment of specific channels for communicating with project stakeholders, adequate technology resources, communication systems to manage knowledge between teams in separate locations, enable social interaction to facilitate the process of knowledge management in daily operations, and apply processes for assessment and measurement in the use of social networks for knowledge management.