Review for Journal Article Name: Muhammad Yusri bin Yusof @ Salleh (2012665784) Title of Article: Knowledge Management

in Islamic and conventional banks in The United Arab Emirates Author and Brief Background: Correspondence author: 1. Yoosuf Cader Co-Author: 1. K.Kathleen ONeill 2. Ayesha Ali Blooshi 3. Ameena Ali Bakheet Al-Shouq 4. Barra Hussain Mohamed Fadaaq 5. Farah Galal Ali All of them are lecturers and researchers from College of Business, Zayed University, Abu Dhabi, United Arab Emirates. Journal Title and Vol Number: Management Research Review, Vol. 36, No. 4, 2013, pp. 388-399. Date of Submission: 22nd of October 2013 MY REVIEW Introduction This research paper attempts to gain insight into the extent that knowledge management (KM) is practiced by Islamic banking institutions and conventional banks particularly in United Arab Emirates (UAE). As we know UAE is one of famous world banking hub which focusing on offering Islamic derivatives and instrument in both financial and capital market. This article is based on secondary research which is depend on structured interview which are conducted with CEOs, senior managers and head of department of eight banks in UAE. Although sample was small, it was deemly reliable , because respondents not only understand the importance of research to the development of banking institution in UAE, but they also held a key positions in their banks which allow them full knowledge on the implementation of KM in their institution in term of KM implementation, utilization. So the researcher can get first hand of information about discussed topic. The implication of this paper is the recommendation on best KM practices in UAE and world banking institutions. The major findings of this paper are Islamic banks in UAE is more practicing KM in their operation rather than conventional banks. However, both Islamic and conventional banks were found to be focused on knowledge capture, knowledge transfer and knowledge sharing. Most of bank in this paper could be classified as being in pre or early implementation phase of KM. None of respondent said that their institutions have dedicated knowledge champion (KM Officer). Similarly, none of the banks was identified as possessing a strong organization-wide KM culture. Development What are the key points of this article? This research paper is based on three research questions:

RQ1: To what extent is KM practiced in UAE banks? RQ2: Is there a difference in the practice of KM in Islamic and conventional banks? RQ3: What global best practice KM strategies can be recommended? This paper successfully answered the RQ1. The findings show that Islamic and conventional banks in the UAE have implemented and utilized KM through a variety of practices and to varying degrees. Arguably, most of the banks in this study could be classified as being in the pre- or early implementation phase of KM. For example, only two banks had a basic structure of a KM system in place. In any case, the levels of implementation, utilization, integration, and coordination of KM practices in the UAE bank sample of this study do not compare to that of organizations such as the aforementioned INTECSEA in the literature review, in which all knowledge activities in each of the organizations functional units are coordinated and integrated, thereby promoting congruence resulting in the force of the whole being greater than the force of the disparate knowledge activities of each of the functional units. In term of answering RQ2: there is a small difference in KM practices between Islamic and conventional banks in UAE due to the findings of this research. According to the research findings, both Islamic and conventional banks focus on knowledge transfer, knowledge capture, and knowledge sharing and are interested in building knowledge communities electronically within their organizations. Islamic banks in the UAE appear to have a greater degree of implementation of KM than conventional banks.

RQ3 also answered by a number of suggestion in the recommendation part. The suggestions are;Offer professional-development programs on KM topics, create a KM department that includes a KM champion, appointed at the senior level of the organization, develop internal and external knowledge communities, acknowledge the importance of knowledge-based marketing to gain competitive Advantage, employ a technical system to capture a full range of information and knowledge, evaluate KM methods, systems, and practices. Determine which methods, systems, and practices are effective and which are not and banks need to have training workshops and courses that will assist employees to learn how to analyze business processes and gain a better understanding of KM.

What did I find striking or interesting about these points? I find something striking about these point when the article highlighted about Islamic banking is more practicing KM rather than conventional banks. This paper are suggesting a nobel thing to enhance implementation KM in Islamic institutions in order to meet their customer needs. The paper are suggested about the utilization of a KM system should facilitate the transfer of Shariah knowledge to internal stakeholders and external alliances resulting in the promotion of appropriate Islamic banking practices. For example, a KMS for Islamic banks may include an Islamic finance learning database with self-directed course functionality, which may be accessed by bank employees as well as bank customers. The lack of Islamic finance and banking knowledge of employees and customers is a challenge faced by Shariah-compliant institutions.

How relevant are the key points to my role as a lecturer? The key point of this article are relevant as my role as lecturer because it provides a values and informations about practicing KM in the organization. So, we as a lecturer know what is going on outside university or what have been practice in actual sense. In class, despite doing lecture about related theory of KM, we also can provide our students with practicality

of KM in Islamic and conventional institutions. So, when they graduate from UiTM they can apply what they have learn and being lecture in UiTM.

What do I agree or disagree with this article? I agree with the author about there is a need to employ KM officers in banking institution in UAE because it will enhance the practicality of KM in the organization. The result show us there is None of the banks interviewed had employed KM officers. However, most agreed KM was being managed by one or more departments. For example, B1 had a management information system, a network of all communication channels in the bank, while B3 believed that all employees are responsible for knowledge transfer and idea sharing. B4 placed the responsibility for KM with its training and development department rather than with a KM officer. Similarly,B7 placed KM under the direction of its human capital department.B5 was in the process of forming a KMcommittee within the banks strategy unit and B8 placed KM duties under the supervision of its communication team. So, UAE Banks need KM officer in order to enhance their efficiency and effectiveness. How has this article influenced me in thinking deeply about my values, belief and assumtions? This article make me realize about the important of knowledge sharing in the organization. It makes me realize that KM is KM is a central and explicit part of the organizations mission. Whereas an organization is guided by its mission statement, it is anchored by its outputs or objectives. Organizational objectives, such as an increase in market share, an increase in knowledge-based innovative products or services, an increase in innovative strategies leading to customer and stakeholder satisfaction, and/or the accumulation of knowledge that benefits both human welfare and profits (to name a few), all derive from a carefully crafted mission statement. How specifically will I be able to use the information and knowledge to improve or enhance my teaching and learning in term of approaches, strategies, method or techniques? I learn a lot when I read a theoretical model presented by author. The author talks about KM system are important part of organization and described as organizational knowledge asset. In this model, all knowledge activities in each of the functional units of the organization are coordinated and integrated, thereby promoting congruence where the force of the whole is greater than that of the disparate knowedge activities in each of the functional units.In term to improve my job, all I need to do is to convert my tacit knowledge which are resided in my mind through my learning process and my experience to the explicit knowledge which in form of books, manual and e content. May be some day I will leave UiTM, my knowledge and experience will remain at UiTM. It will be benefited by young lecturers and students. Conclusion What new insight/discoveries have I made in relation to my role as a lecturer in UiTM? New discoveries that have I made in context of my role as a lecturer is synthesize KM with Islamic perpectives. So, I will do a further research in Islamic framework of KM and also related my research to the Islamic institution existed in Malaysia as one of my contribution to the knowledge pyramid. By that, we will try to improve Islamic institution in term of their efficiency and effectiveness.

How will I make use of this new knowledge in future? Insya Allah by doing some research and presentation, it will make sure that new findings and knowledge benefited by others. Writing books, manual and e content also helps me to make us of this knowledge in the future. What further information or knowledge should I seek to expand my knowledge in relation to the content of article? Further imformation that I need to expand my knowledge is: 1. 2. 3. 4. 5. More theories on KM which based on previous researchers. More related example on practicality of KM in organization. Need to read a lot of high impact journal related to KM. Need to read related information about Islamic perpectives of KM. Need to search related information about practicing Islamic framework of KM in the organization.