The Success of Malaysian Local Authorities: The Roles of Personality and Sharing Tacit Knowledge Halimah Abdul Manaf Un

1. The Success of Malaysian Local Authorities: The Roles of Personality and Sharing Tacit Knowledge Halimah Abdul Manaf University of Hull, Hull United Kingdom Associate Professor Dr. Najib Ahmad Marzuki Universiti Utara Malaysia Malaysia

2. Agenda 1. Introduction 2. Knowledge in Malaysian Government 3. Definitions 4. Performance in Malaysian LA 5. Personality Traits and TKS 6. TKS and Organizational Performance 7. Conclusion and Recommendations

3. Introduction • Why Knowledge ? • Knowledge is valuable asset should continues managed • Learning culture in the public sector also promotes • knowledge would improve work performance • People have imbalances in time and workload rely on common • sense and intuition or tacit knowledge to complete the work • In order to utilize knowledge in government organizations • through sharing tacit knowledge, managers should understand • individual differences such as personality traits • Sharing tacit knowledge contributes to organizational • performance through the development of personality traits. Processes Solutions Explicit Knowledge Repository Document & Content Management Knowledge Capture Implicit Best Practices Dialogue Coaching Experience Forums Tacit Mentor Programs Apprenticeships Source: Eucker, T. R., (2007)

4. Knowledge in Malaysian Government • The creation, sharing and application of new knowledge is important for the building of sustainable and competitive government (Kang et. al., 2008) • Strategy Malaysian government to achieve vision 2020 as a comprehensive development of public sector performance through knowledge • In 9th Malaysia Plan, the government introduced targets to increase knowledge capabilities, to be innovative and to create ‘first class human capital’ (Government of Malaysia, 2008). • To become successful, knowledge must be accessible, and it must be possible to derive benefit from it (Abdullah, 2005). • Malaysia had made a paradigm shift from p-economy to k-economy • Multimedia Super Corridor (MSC) – to be an engine of economic growth for the 21st century

5. Conceptual Definitions • Tacit knowledge as knowing how to do something without thinking about it, like riding a bicycle Polanyi (1966). • The characters of tacit knowledge are sometimes unexplainable, highly personal, subjective form of knowledge, informal and can be implicit • An experience based knowledge to solve practical problem (Sternberg, & Grigorenko, 2000), • This study refers tacit knowledge as the abilities and skills of managers to manage self, others and tasks. • Knowledge sharing is about a learning process through exchanging ideas, knowledge, experiences, information can be unidirectional and unrequested • Term sharing refers to a process of presenting individual who possess knowledge and can be used by others. • Elements of knowledge sharing practices is knowledge sharing mechanism and mentoring program.

6. t • Continues.... • Personality is a character stability of temperament, intellect and physique including patterns of thought, emotions, and behaviour across different situations over time • Agreeableness: good natured, forgiving, courteous, helpful, generous, cheerful and cooperative - naturally inclined to help others • Conscientiousness: competence, reliable, responsible, organized, and hardworking, self disciplined and achievement oriented – contributions beyond role requirements • Openness to experiences- ‘intellect’ in lexical solutions: imagination, intellectual curiosity, originality and independence of judgment • Extraversion: excitement, stimulation and are cheerful, assertive, talkative, active, energetic and optimistic, active and impulsive - leadership roles • Neuroticism: anxiety, hostility, depression, self consciousness and impulsiveness - lack of positive psychological adjustment and emotional stability.

7. Performance in Malaysia Local Government Performance in Malaysian Local Authority Star Rating System (SSR) Model (Source: MalaysiaLocal Government Department, 2008)

8. Conscientiousness Conscientiousness Personality Traits and Tacit Knowledge Sharing An agreeable person may create willingness to exchange knowledge in recipients Agreeableness Related to commitment and the documentation of knowledge has an influence on knowledge sharing Conscientiousness Highly open people display intellectual curiosity, creativity, flexible thinking and culture. They show positive attitudes towards learning and engage with learning activities Openness People who are extraverts involve the experience of positive emotions, and extraverts are more likely to take on leadership roles and have many close friends Extraversion People who are neurotic experience a variety of problem such as negative moods, fear, anxiety, depression and irritability and physical symptoms Neuroticism

9. Tacit Knowledge Sharing and Organizational Performance • Performance links with productivity and effectiveness use of limited resources • Evaluation from (1) performance indicators, (2) audit, and (3) inspection • Local government that practice STK would provide high quality services • To gain knowledge from difference personality traits have different experiences, • abilities, knowledge and perceptions. • Increased levels of economic and human development in economies driven by • brain power, wealth of information, skills and knowledge

10. Conclusion and Recommendations • Create understanding from theory and practicality that KS influence • LA’s performance. • The practicality and benefit of KS to the Malaysian government. • Little discussion on the effect of KM practices on performance in Malaysian • government (Raja Kasim, 2008), particularly limited in Malaysia’s LA • (Salleh & Syed Ahmad, 2006). • The government has intention implementing KM parallel with country • development. • Personality is new dimension in management and psychology field.