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The Impact of Knowledge Management in the Performance of Commercial Banks in Nigeria

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The Impact of Knowledge Management in the Performance of Commercial Banks in Nigeria.

ABSTRACT

The impact of Knowledge Management in the performance of commercial banks can be seen as an integrated approach to achieving organizational goals by placing particular focus on “knowledge”, now considered as the new factor for production. The transfer of knowledge is, in fact, the essence of knowledge management.

This research work looked into the impact of knowledge management in performance of  commercial activities of Guaranty Trust Bank Plc, how it harnesses  the huge knowledge deposits residing in its tacit environment (the minds of her staff) to create a synergy which in-turn transforms the bank.

The main source of data used in this research is both primary and secondary data. Secondary data consisted of data from already published materials such as; text books, journals, the internet, academic dissertations, workshop papers and annual reports.

Primary data was collected through the means of questionnaires. This consists of data collected from the field survey. This source of data formed the basis of analysis in this study.

The research established the importance of knowledge management practices within Guaranty Trust Bank Plc. It confirmed the support given to knowledge management by the top management of the bank. It also emphasised  the benefits  of knowledge management practice in the banking industry.

TABLE OF CONTENTS

TITLE . . . . . . . . i
APPROVAL . . . .. . . . ii
CERTIFICATION. . . . . . . iii
DEDICATION . . . . . . iv
ACKNOWLEDGEMENT . . . . . v
TABLE OF CONTENTS . . . . . vi
ABSTRACT . . . . . . . x

CHAPTER ONE INTRODUCTION

1.1 Background of the Study . . . 1
1.2 Statement of the Problem . . . 5
1.3 Objectives of the Study . . . . 6
1.4 Research Questions . . . . . 7
1.5 Significance of the Study . . . . 8
1.6 Scope of the Study . . . . . 9
1.7 Definition of Terms . . . . . 10

CHAPTER TWO LITERATURE REVIEW

2.1 Profile of the Case Study . . . 12
2.2 Understanding the Concept of Knowledge . . . . . . 22
2.3 Types of Knowledge . . . 24
2.4 The Knowledge Challenge . . 32
2.5 Defining Knowledge Management . 35
2.6 Aspects of Knowledge Management . . 37
2.7 Pillars of Knowledge Management . 49
2.8 Measuring Knowledge Management . 49
2.9 History of Knowledge Management . 51
2.10 Generations of Knowledge Management . . . . . 57
2.11 Elements of Knowledge Management . 63
2.12 Knowledge Sharing and Enrichment . 68
2.13 Knowledge Management Tools . . 73
2.14 Implementation of Knowledge
Management . . . . . 78

CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY

3.1. Research Design . . . . . 80
3.2. Sources of Data . . . . . 80
3.3. Population of the study. . . . 81
3.4. Determination of Sample Size . . . 82
3.5. Research Methodology. . . . 84
3.6. Administration of the Questionnaire . . 85
3.7. Method of Data Analysis . . . . 85
3.8. Procedure for Processing and Analysing Data Collected. . . . . 86

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation . . . . . 87
4.2 Response of Respondents . . . . 88

CHAPTER FIVE SUMMARY OF FINDINGS, RECOMMENDATION AND CONCLUSION

5.1. Summary of Findings . . . . . 103
5.2. Conclusion . . .. . . . 105
5.3. Recommendation . . . .. . 106
BIBLIOGRAPHY . . . . . .
APPENDIX. . . . . . .

INTRODUCTION

1.1 Background of the Study

Knowledge is increasingly being recognized as the new strategic imperative of organizations. The most established paradigm is that knowledge is power.

Therefore, one has to hoard it, keep it to oneself to maintain an advantage. The common attitude of most people is to hold on to one’s knowledge since it is what makes him or her an asset to the organization.

Today, knowledge is still considered power – an enormous power in fact – but the understanding has changed considerably, particularly from the perspective of organizations.

The new paradigm is that within the organization knowledge must be shared in order for it to grow.

It has been shown that the organization that shares knowledge among  its  management and staff grows stronger and becomes more competitive. This is the core of knowledge management – the sharing of knowledge.

REFERENCES

ADB, Knowledge Management in ADB, http://www. adb.org>, (June 2012).
Allee, V., “Knowledge Networks and Communities of Practice”,http://www.odnetwork.org/odponline/
vol32n4/ knowledgenets.html, (2005).
American Society for Training and Development (ASTD), “The Human Element: KM’s Secret Ingredient”, http://www.learningcircuits.org/2001/ded2001/visioncor.ht ml, (accessed 9/02/2012).
“Answers to Frequently Asked Questions About Knowledge Management”, Graduate School of Business, University  of Texas at Austin,  http://www. mccombs.utexas.edu/kman/amswers.htm, (accessed 09/04/2012).
APQC’s Road Map  to  Knowledge management Results: Stages of Implementation, American Productivity and Quality  Center, http:// www.apqc.org/portal/apqc/site/generic?path=/site/km/apq croadmap. jhtml, (accessed 9/01/2012).
Asian Development Bank, Knowledge Management in ADB, (June 2012).

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