Methodology

1. Methodology
This research used both qualitative and quantitative methods in answering the research question. In this case, the research question is: What pertains to the assessment of the knowledge-based approach in the management of government projects within the Bahrain kingdom?
The primary methodology sought to explore the current standards in managing knowledge and analysis of the published materials. The materials used are the ones dealing with the manner in which knowledge management relates to the study of organizations’ sustainability and the safety of metrics used in assessing knowledge and their preservation for income generation purposes (Rhodes et al, 2008).
1.1. The research design
Initially, the research used qualitative design by analyzing secondary sources. The sources to be used were related to operating disciplines and business environment within Bahrain’s knowledge-based approach in project management. There was a differential approach to data collection as well as data analysis. This was a descriptive research that clearly identified the guiding directives towards data collection to be employed in statistical inference through an analysis (Hughes, Morgan & Kouropalatis, 2008).
The information was hierarchically structured with the products being logically broken down into tiny components that are manageable. The items also constituted the services manufactured and purchased in the kingdom as well as the graphics offering models that should be assessed. The research allows for effective connections of different types of documents and graphics information on specific product opponents and their environment for data management tools. The changes in components’ engineering as well as their related information are carefully managed as the data is vital in the creation of a successful worker in a given project (Muller et al, 2013).
1.2. Types of data
a. Survey Study
The guiding factor of the survey study was the hypothesis that:
1. Knowledge management relates to organizational learning in a positive manner
The research was guided by the conceptual framework in figure1 towards relating the connection between different concepts that supports the evidence of the holistic connection of OL to KM. This was addressed through a testable model in figure 2.
Figue1.
Independent variable Dependent Variable

H

The proposed path connecting OL to KM in a conceptual framework
Figure 2.
Knowledge management
Organizational learning Organizational competitiveness

The connection between OC and KM reflecting the impact created from OL onto OC in order to offer a holistic mode (Journal, 2013).
According to the proposed frameworks, there is a connection between the KM to OL as its influence flows over the organizations used in the research. Then the conceptual framework was made to be fully operational. The hypothesis sought to determine the recursive capability of knowledge management in impacting the OL development practice (Chinowsky & Carrillo, 2007). Therefore, the various components of this framework look into the possibility of a positive impact of KM by OL. The focus of the research primarily sought to establish the holistic connection between practices of both KM and development of OL. Therefore, there was a need to ensure a thorough study of the vitality of such a connection. In this regard, the framework in figure 1 was created to establish the influence of KM on the various OL constructs’ parameters. The connection in this framework was projected and the researcher realized predictions on the impact on the expected outcomes (Lai & Tsen, 2013).
This research was set to establish the relationship in the constructs that require investigation. This is fully explored in the conceptual framework outlined in figure 1. Therefore, the reviewing of data outcomes synthesizing is done in order to create a test confirming the connection between the proposed framework’s constructs. The constructs in this case proposed some possible practical activities that government organizations can launch either in the integration of separately (Journal, 2013).
When measuring the variable of learning within organizations, the researcher used scales that targeted the practices in government organizations that ensured the workers felt free to verbalize their learning experiences. In a similar manner, a major part of organizational learning scales were focusing on the capabilities of GO to ensure that no mistakes are made in the learning experiences. In addition, OL encourages constructive and open dialogue culminating into productive debates. The researcher used OL scale to determine whether an organization was able to break the old patterns by experimenting with various ways of daily work management, consider the learning process as an investment as opposed to viewing it as an expense and conduct sessions of the lessons learnt. In addition, the scales sought to measure the ability of learning experiences to set adequate programs to close the knowledge gaps thus enhancing proficiency and involving the employees in the vital decision making process in Bahrain (Njuguna, 2009).
The researcher used libraries and the internet to collect data in this study. Government databases offered the relevant data pertaining to the requirements of Bahrain’s knowledge management. The knowledge management of the state is especially viewed in relation to its policies on e-government as well as the e-government mission (Chinowsky & Carrillo, 2007). The various companies that have worked with this government were researched and an analysis of the experiences conducted. This report offers a vital insight in the country’s knowledge management.
b. Analysis of literature
The second method of data collection in this study follows a secondary research process where the information was taken from other researchers and author’s materials. This process involved a thorough and purposeful search in the internet and libraries. The process of knowledge management was classified into various strata that include; knowledge creation, authentication, application and dissemination. Quick organization was necessary in taking advantage of the available data for a balance in the activities involved in knowledge management. This balance could only be achieved when there are changes in organizational techniques, culture and methods (Jang, 2013).
The objectives of the literature analysis were drawn with reference to the available frameworks, thus the conceptual framework development that defined as well as justified the relationship between the prevailing concepts of organizational development in the governmental organization context. The effect of knowledge management on various organizational development variables was further determined using a survey. This research design clearly highlighted the measurement scale of concepts in organizational development trends necessary in relation to government organizational contexts (Rus & Lindvall, 2002).
According to Al-Alawi et al (2012), cultural influence is a major determinant of Knowledge management (KM). Nonetheless, most researchers accept this uniformity, thus the cultural acceptance in most researches. In this regard, the researcher used a target sample from the top and upper middle organization managers the government of Bahrain’s 54 government and semi-government organizations. The major tools targeted to measure the perception of decision makers regarding their perception regarding the manner in which KM impacts on government organizations. The development of a regression model was done to determine how KM influences a competitive advantage in organizations (e-Government Authority, 2009).
KM ensures sustainability by creating a continuous cycle of Organizational Learning (OL) emanating from various practices. In this study, the effect of KM on OL was found to be creatively and positively caused by enhancement of capabilities of knowledge processes that use, create and transfer knowledge. According to Maden (2012), KM processes mediate between OL and government organization (GO). Therefore, the transformation of GOs into OLs requires an environment that supports KM practices. Besides, a review of the online materials proved that KM practices in an organization culminate in this learning climate (Singh, 2008). Reviews of the existing data regarding the relation between OL and KM showed the paucity in GO’s area.
Some organizations erroneously believe that knowledge management requires a focus on people, techniques and technology, but research has shown that such a focus is not necessarily in establishing an organization’s competitive advantage. The interactions of technology, people and techniques have been established to be vital in enabling an organization to learn through doing, culminating in a competitive advantage (Lundvall, & Nielsen, 2007).
The researcher selected the relevant data regarding knowledge management in general. Later, the materials in knowledge management in the government of Bahrain were selected and in-depth analysis done to establish that these materials’ content addressed the research issue. There was an in-depth analysis of Bahrain’s stance regarding the management of information was carried out. In addition, the major companies that had previously worked with the government were researched and the ratings of such interactions were taken into consideration. The companies chosen in the research were the ones that had been awarded state projects for the year 2000 to 2014. In order to ensure subjectivity, the researcher carried out a purposive sampling in identifying the relevant materials, the information found in the sources was used to address the research question (Yigitcanlar, 2010 p63).
The vitality of knowledge acquisition in organizations cannot be overemphasized. The e-government in Bahrain aims at ensuring the masses get vital knowledge through the modern technology. In particular the fast technological growth in the country has been met by a strategy to ensure that the citizens can access vital data fast enough. There are e-government entities that ease the achievement of this goal (Lee & Choi, 2003). The e-government ensures the use of electronic channels of providing information to the public. Risk management in Bahrain is a major area addressed by the researcher. However, it was established that there are various ways of risk management options in different industries in Bahrain. However, it was effectively established that better methods of risk management resulted in a higher probability of getting positive results.
Data collected from the Kingdom of Bahrain portrayed that the strategy of e-government for 2011-2014, and the accomplishment of the 2007-2010 strategies lacked the utmost ability to overcome challenges. However, the whole country’s efforts regarding the integration of e-government technology as well as information technology (IT) and communication is commendable. This is why all the Bahrain’s government’s undertakings align with the e-government objectives (Chinowsky & Carrillo, 2007).
2. Data analysis
The information taken from the academic sources were critically reviewed and their validity and consistency checked. The fact that the study restricted the materials of the projects that took place from the year 2000 ensured that the changes in technology and information communication were put into consideration. Therefore, the materials adequately addressed the current situation in the government of Bahrain.
The quantitative data analysis was done in stages to allow for a thorough analysis, a review and an in-depth discussion. This study synchronized the research objectives with their ability to address the research question in an adequate manner. The following are the stages employed in the data analysis in this study:
1. Preparatory stage where statistics were realized using the Missing Value Analysis (MVA) as well as other psychometric methods.
2. Employment of descriptive statistics was vital in describing the main features of the quantitative data collected and the investigation of KM in the creation of OL.
3. Inferential statistics employed the One Way ANOVA and T-test and they inferred, and examined the significance of the statistics in the independent samples as well as the difference in various groups. A test of statistics established the interactional impacts existing between knowledge management and organization learning.
4. The statistical index invented by Pearson described the extent of the direction and strength of relationship to confirm and comprehend the KM’s aspect that are extremely influential
5. The Structural Equation Modeling (SEM), an analysis of multiple regressions and that of the confirmatory factor (CFA) estimated and tested the causal relations using various statistical data.

I. Preparatory stage
There was extensive checking of the collected data before any entry; this involved an establishment of data reliability and integrity. Imputation of missing data was carried out to avoid any distortion of the final outcomes. In table 1, there are missing values of OL and KM for N=625. This is mainly due to the respondents being directors and department heads where data sensitivity largely depends on the level of transparency in their organizations. The participants that failed to fill in the incomplete spaces might have feared to identify their real identities. However, since the missing value does not exceed 55%, the results are still valid as the overall missing values can be regarded as negligible.
II. The descriptive statistics
The descriptive statistics were employed by the researcher to offer simple summaries regarding the instrument measures and samples. The difference of the inferential statistics and descriptive statistics was done by the researcher by ensuring that the former was used in drawing conclusions extending beyond immediate information alone. Therefore, such data is inferred from the perceptions of the larger population. On the other hand, the researcher used descriptive statistics in describing the percentages, distribution and frequencies. The researcher used univariate analysis to look at the various variables while addressing the three main characteristics, which are; the central tendency, the distribution as well as the dispersion. In this study, the researcher used a combination of variables in order to effectively define the research demographic profile and acquire enough data regarding the age if participants, typical organizations, the position of the respondents as well as their perception of the development of OL in their GO (Talet, Alhawari & Karadsheh, 2014).
III. Central Tendency Statistics
Data analysis using central tendency is a vital undertaking in descriptive analysis. In this study, this analysis estimated the value distribution center. The researcher used mode, mean and median to describe the center tendency estimates. In Table 2, most of the central tendency results in the standard deviation and mean ranges from 0.5 to 3.5. The table shows that at least 37.4% of the survey respondents maintaining that the interests of KM are not properly utilized.
IV. Inferential Statistic Stage
The researcher used inferential statistical method in drawing inferences regarding the population in sample through an estimation of the parameter and an interval of confidence within the constructed estimates. Therefore, inferential statistics detected the alterations between as well as within the groups. Both one way ANOVA and t-test were used in this study. Table 3 shows a t-test used to examine the development of OL practices according to gender. However, there were no significant results obtained regarding this group. Table 4 portrays the disparities in the development of OL practices within different age groups.
V. Correlation analysis
The research found that the respondents of both the top and middle GO management offered consistent answers regarding the vitality of KM ranking scores in relation to organizational learning.

Table 1. Missing values’ category in every variable with N equaling 625.

Category Missing
Count Percent
KM 2 0.3
OL 3 0.5

Table 2. OL and KM standard deviation and mean in organization development practices in Bahrain

Organization development Mean Standard deviation

Statistic Standard Error Statistic

KM 3.31 0.03 0.72
OL 3.31 0.03 0.78

Table 3. T-test carried out on gender basis
Sex Standard Standard error sig N Mean Deviation Mean
Knowledge Male 850 3.2907 0.72136 0.03862 0.876
Management Female 265 3.3202 0.71512 0.04394
Organization Male 849 3.3581 0.74568 0.03921 0.153
Learning Female 264 3.2203 0.80602 0.04963
Table 4. The disparity in age groups using ANOVAs
Total squares Difference Mean Squares F Sig
Knowledge Between age groups 10.658 4 2.666 5.263 0.0
Management Within age groups 3.8.436 609 0.505
Total 319.094 612
Organization Between 20.118 4 50.029 8.733 0.0
The age groups
Learning Within age groups 350.213 607 0.577
Total 370.331 611
3. Discussion and Recommendations
The research showed that the government organizations within Bahrain have greatly benefited from the recognition of the key role if KM holistic initiatives in the success of the practices in their organization development. To a large extent, KM is a vital key in ensuring competitiveness in government organizational learning. A review of both hard materials and online resources also portrayed a great relationship between KM and the success of organizations (Senaratne and Sexton, 2011, p. 102). Proper control and management of knowledge has been found to actually result in better and successful accomplishment of government projects (Dinsmore & Cabanis-Brewin, 2011, p. 33). While the application of KM in similar organizations may be similar, different types of organizations require different management of knowledge so as to meet the unique project needs. However, the relevance of KM portrayed in the different types of skills required in different projects cannot be overemphasized.
The modern governments have come up with various strategies of ensuring economic survival. In order to ensure success in government projects, there is a need for excellent employment of skills. Besides, sustainability and affordability are key players in these government projects. Failure of government projects has been blamed on the ignorance of many organizational managers. Therefore, the use of KM is the preferable approach in detecting any prospective failure of a project (Chinowsky & Carrillo, 2007).
The review of literature has been done to analyze the effectiveness of KM approach in Bahrain’s government project management. Both the literature analysis and the survey study of Bahrain’s organizations has established that the country fully supports KM. In any case, the implementation of the e-government in itself is a major step towards the implementation of a knowledge based approach to projects. Use of knowledge based approach has been established as a very effective method of realizing any possible failure of a project early enough. Therefore, the knowledge-based approach has greatly favored the projects undertaken by the government of Bahrain (Haji-Kazemi, Andersen & Krane, 2013).
KM ensures that data capture regarding the customers and employees’ experiences is done on time to ensure the satisfaction of both parties. In addition, the budgetary implications of projects can be done in relations to the possible outcomes. This results in organizations working smarter, delivering innovative products while minimizing duplications. The vital best practices required in doing business are easily implemented for the overall success of an organization. In order to come up with new ideas, government projects should be carried out in a manner that encourages KM (Tseng, 2010).
Figure 2 has effectively portrayed how organizational learning is affected by knowledge management. Therefore, effective management of knowledge assets results in enhanced OL and ensures lean services that are delivered in the appropriate cost and in good quality. Bahrain organizations have ensured that their analytical capabilities are enhanced through OL practices. The learning programs within the sample organizations have created value and they are relevant to organizational learning. In this regard, Figure 2 portrays the practices necessary in managing knowledge assets and the necessity to establish knowledge capturing management within all government initiatives (Basadur & Gelade, 2006).
Although the quantitative method used to acquire responses from various organizations in Bahrain comes with many advantages, it posed some challenges. One of the major drawbacks is the lack of normative data to compare with this research findings. This is due to the lack of a questionnaire that is empirically validated with similar questions as the ones used in this study. In addition, the study of the impact of KM on Bahrain government organizations should have been observed for a longer duration. A longitudinal study method could have offered more enlightened outcomes, but these are the common limitations of this kind of research. Nevertheless, future studies should employ a longitudinal research method to establish the correlation of KM and success of government projects.

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