Means and standard deviations of participants’ responses to items in the section ‘Requirements for enhancing the role of knowledge management in supporting investment in cultural capital’
| Items | Mean | Standard deviation | Agreement degree | Rank |
|---|---|---|---|---|
| Establish a central electronic knowledge management platform to collect, document, and facilitate access to and exchange cultural knowledge | 4.49 | 0.741 | Strongly Agree | 10 |
| Offer training programs that focus on the principles and practices of knowledge management and cultural capital | 4.517 | 0.612 | Strongly Agree | 6 |
| Activate collaborative networks between various academic departments to integrate and apply cultural knowledge into projects that promote the knowledge economy | 4.507 | 0.595 | Strongly Agree | 8 |
| Establish specialized educational programs in cultural management and the cultural economy to transform cultural knowledge into economic opportunities | 4.502 | 0.620 | Strongly Agree | 9 |
| Organize cultural exhibitions and conferences within the university to showcase cultural research and projects, and transform them into investment opportunities | 4.54 | 0.635 | Strongly Agree | 4 |
| Establish an advisory unit concerned with knowledge management and transforming cultural capital into successful business projects | 4.52 | 0.620 | Strongly Agree | 5 |
| Encourage partnerships with the private sector to support cultural projects, transforming cultural capital into value-added economic investments | 4.58 | 0.597 | Strongly Agree | 1 |
| Include cultural capital investment at the university within strategies for transitioning to a knowledge economy | 4.512 | 0.636 | Strongly Agree | 7 |
| Establish a Cultural Capital Center to support cultural innovation and provide cultural initiatives, consultations, and studies | 4.55 | 0.650 | Strongly Agree | 3 |
| Allocate an appropriate budget to activate the role of knowledge management in supporting investment in cultural capital | 4.56 | 0.625 | Strongly Agree | 2 |
| Section ‘Requirements for enhancing the role of knowledge management in supporting investment in cultural capital’ | 4.55 | 0.658 |
Cronbach's Alpha coefficients for each section
| Section | No. of items | Cronbach'slpha |
|---|---|---|
| Section One: Identifying the reality of knowledge management at King Abdulaziz University | 20 | 0.973 |
| Section Two: Identifying the role of knowledge management in supporting cultural capital investment at King Abdulaziz University | 20 | 0.960 |
| Section Three: Challenges facing the use of knowledge management to support investment in cultural capital | 10 | 0.945 |
| Section Four: Requirements for enhancing the role of knowledge management in supporting investment in cultural capital at the university | 10 | 0.958 |
| Overall Scale | 60 | 0.959 |
Pearson correlation between items in the section ‘Challenges facing the use of knowledge management to support investment in cultural capital’
| No. | Items | Pearson's correlation |
|---|---|---|
| 1 | Lack of sufficient incentives to support knowledge management projects related to cultural capital | 0.741* |
| 2 | Lack of appropriate tools and technologies for collecting and analyzing cultural data | 0.639* |
| 3 | Weak communication between knowledge management and other departments concerned with the culture | 0.853** |
| 4 | Lack of information related to cultural capital at the university | 0.785** |
| 5 | Insufficient appreciation of the value of cultural capital and the importance of investing in it | 0.673* |
| 6 | Lack of a clear, comprehensive knowledge management strategy to support investment in culture | 0.892** |
| 7 | Difficulty measuring existing cultural capital | 0.881** |
| 8 | Lack of partnerships with external parties that can support cultural capital | 0.835** |
| 9 | Lack of knowledge of innovations and best practices in cultural capital management | 0.886** |
| 10 | Lack of sustainable training programs that support the development of staff and academics in the field of knowledge management | 0.870** |
Means and standard deviations of participants’ responses to items in the section ‘Challenges facing knowledge management in supporting investment in cultural capital’
| No. | Statement | Mean | Standard deviation | Agreement degree | Rank |
|---|---|---|---|---|---|
| 1 | Lack of sufficient incentives to support knowledge management projects related to cultural capital | 4.11 | 0.627 | Agree | 1 |
| 2 | Lack of appropriate tools and technologies for collecting and analyzing cultural data | 4.06 | 0.606 | Agree | 4 |
| 3 | Weak communication between knowledge management and other departments concerned with the culture | 3.87 | 0.860 | Agree | 10 |
| 4 | Lack of information related to cultural capital at the university | 4.09 | 0.643 | Agree | 3 |
| 5 | Insufficient appreciation of the value of cultural capital and the importance of investing in it | 3.99 | 0.654 | agree | 9 |
| 6 | Lack of a clear, comprehensive knowledge management strategy to support investment in culture | 4.04 | 0.683 | Agree | 5 |
| 7 | Difficulty measuring existing cultural capital | 4.10 | 0.608 | Agree | 2 |
| 8 | Lack of partnerships with external parties that can support cultural capital. | 4.02 | 0.617 | Agree | 7 |
| 9 | Lack of knowledge of innovations and best practices in cultural capital management | 4.03 | 0.625 | Agree | 6 |
| 10 | Lack of sustainable training programs that support the development of staff and academics in the field of knowledge management | 4.01 | 0.650 | Agree | 8 |
| Section ‘Challenges facing knowledge management in supporting investment in cultural capital’ | 4.12 | 0.761 | - | - | |
Distribution of the study sample by leadership position
| Leadership position | Number |
|---|---|
| Dean | 8 |
| Faculty/Deanship Vice Dean | 23 |
| Center Director | 8 |
| Deputy Center Director | 7 |
| Department Head/Department Supervisor (Female) | 48 |
| Administration Director | 32 |
| Deputy Administration Director | 25 |
| Unit Director | 77 |
| Other | 12 |
| Total | 240 |
Pearson correlation between items in the section ‘Requirements for enhancing the role of knowledge management to support investment in cultural capital at the university'
| No. | Items | Pearson’s correlation |
|---|---|---|
| 1 | Establish a central electronic knowledge management platform to collect, document, and facilitate access to and exchange cultural knowledge | 0.900** |
| 2 | Offer training programs that focus on the principles and practices of knowledge management and cultural capital | 0.883** |
| 3 | Activate collaborative networks between various academic departments to integrate and apply cultural knowledge into projects that promote the knowledge economy | 0.698* |
| 4 | Establish specialized educational programs in cultural management and the cultural economy to transform cultural knowledge into economic opportunities | 0.710* |
| 5 | Organize cultural exhibitions and conferences within the university to showcase cultural research and projects, and transform them into investment opportunities | 0.870** |
| 6 | Establish an advisory unit concerned with knowledge management and transforming cultural capital into successful business projects | 0.854** |
| 7 | Encourage partnerships with the private sector to support cultural projects and transform cultural capital into value-added economic investment. | 0.899** |
| 8 | Include cultural capital investment at the university within strategies for transitioning to a knowledge economy | 0.888** |
| 9 | Establish a Cultural Capital Center to support cultural innovation and provide cultural initiatives, consultations, and studies | 0.908** |
| 10 | Allocate an appropriate budget to activate the role of knowledge management in supporting investment in cultural capital | 0.788** |
Distribution of the questionnaire among the study sample
| Sample | Questionnaires | ||||
|---|---|---|---|---|---|
| Percentage | Valid | Excluded | Returned | Distributed | |
| 240 | 81.25% | 195 | 3 | 198 | 240 |