FACTORS AFFECTING EFFECTIVE IMPLEMENTATION OF KNOWLEDGE MANAGEMENT PRACTICE IN MANUFACTURING FIRMS IN CAMEROON (A CASE STUDY OF NESTLE CAMEROUN SA)

CHAPTER ONE

INTRODUCTION

Background of the Study

In the modern era, knowledge is regarded as an asset and a valuable resource; it is nearly impossible, if not impossible, to provide cost-effective and high-quality products and services without utilizing and managing this asset effectively. From this perspective, knowledge is considered an essential asset of the organization, in addition to labor, land, and capital, and a valuable resource. Contemporary professional consulting firms frequently consider themselves to be participants in the knowledge industry and offer ongoing learning opportunities to their employees (Taskin and G. Van Bunnen, 2019). 

Generally, manufacturing organizations may employ technological solutions or adopt an ad hoc methodology towards knowledge management. It is recommended that management reassess the manner in which technologies, individuals, and the methods employed to exploit these technologies interact. For a manufacturing company to preserve its long-term competitive advantage, it must strike a balance between its technological and social systems. Technologies have the potential to enhance information transmission within an organization and increase the productivity of its members (Bhatt 2021). Innovation is positively impacted by knowledge management processes (knowledge acquisition, knowledge exchange, and knowledge application). Thus, the process of generating or procuring knowledge, disseminating knowledge, or applying it will empower personnel with competencies and facilitate the emergence of novel ideas. Knowledge exchange is also the most influential factor on innovation, as it facilitates the introduction of novel concepts and the gain from the experiences of others. One potential obstacle to knowledge sharing is the apprehension of relinquishing control: individuals may be hesitant to divulge a substantial amount of their expertise due to the belief that doing so would diminish their own authority (Obeidat et al., 2018). Organizational culture must incorporate an emphasis on the proper administration of knowledge management activities if they are to achieve long-term success and sustainable competition. It is imperative for organizations to establish a culture that inspires employees to disseminate knowledge by means of accomplishing their individual and collective goals. It is imperative for organizations to place significant emphasis on the dissemination of knowledge acquired from internal and external sources among their personnel (Singh, 2022).

Organizational value creation is contingent on an organization's capacity to generate, transmit, and apply knowledge; this capability also heightens organizational competition. An examination is conducted of knowledge management activities including knowledge acquisition, creation, sharing, utilization, and application; this enhances the organization's competitiveness. Conversely, scholars endeavor to discern motivating elements, including but not limited to organizational structure, leadership, and culture, that support knowledge management endeavors or processes (Iqbal et al., 219). It is inevitable that knowledge-based institutions, including universities, will experience the effects of knowledge management in the form of increased innovation and intellectual capital (IC) returns on investment. In recent years, this discipline has therefore garnered the interest of scholars and researchers. A critical examination of the extant body of literature concerning knowledge management enables the identification of critical deficiencies that require attention (Hsu and Chen, 2020) endeavor. 

Organizations face their greatest obstacle in comprehending knowledge management and determining how to implement it via an integrated knowledge management system. Furthermore, organizational knowledge management extends beyond the mere identification of influencing factors or processes that impact knowledge management implementation. An additional inquiry that warrants consideration is the quantifiable outcomes of knowledge management. Specifically, the impact of knowledge management on organizational performance should be scrutinized, as this aspect remains ambiguous (Singh, 2022). Numerous organizations, particularly those situated in developing nations such as Cameroon, encounter challenges pertaining to organizational structure, individual culture, leadership disengagement from knowledge management endeavors, limited understanding of the advantages associated with knowledge management, and absence of an incentive system. Consequently, for an organization to achieve effective knowledge management that boosts performance and innovation, an integrated and consistent knowledge management strategy is crucial (Razzaq, Shujahat, Hussain et al., 2019). 

 Hence, this study intends to identify factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon (a case study of Nestle Cameroun SA).

1.2 Statement Of The Problem

In order to accelerate organizational learning, Knowledge Management (KM) is a methodical endeavor to promote and facilitate the flow of knowledge throughout the organization (Massaro, J. Dumay, and Garlatti, 2018). A knowledge management system is an organizational practice that combines the innovative and creative capabilities of human and social components with the information processing capability provided by information technology. 

In light of the increasing significance attributed to information as a means of attaining a competitive edge in the contemporary economy, numerous manufacturing companies in Cameroon are reassessing their Knowledge Management strategies and exploring novel approaches to optimize the value of their knowledge resources (Akhavan & Jafari, 2006). As a consequence, manufacturing companies in Cameroon are compelled to modify and update their processes in order to facilitate expansion in the burgeoning knowledge-based economy. Furthermore, it is worth noting that knowledge employees in manufacturing companies in Cameroon often depart, leading to the belief that the absence of knowledge management systems impedes endeavors to safeguard institutional memory (Yosuf & Wanjau, 2014). 

Local governments must modernize and adapt to a knowledge-based economy (Yosuf & Wanjau, 2014). In order to enhance their service provision and maintain a competitive edge, manufacturing companies in Cameroon must adopt Knowledge Management (Figurska, 2014; Gaffoor & Cloete, 2010). The objective of Knowledge Management is to enhance the operational efficiencies, competitiveness, and efficacy of organizations by leveraging knowledge (Yosuf & Wanjau, 2014). However, the implementation thus far has yielded only moderate results, indicating that the complete advantages have yet to be recognised (Schultze & Leidner, 2002). 

Notwithstanding the significance of employee knowledge sharing in enhancing the productivity of manufacturing firms in Cameroon (PSOs) (Jørgensen et al., 2021; McEvoy et al., 2019; Yosuf & Wanjau, 2014), scholarly investigations on this subject are scarce (Massaro et al., 2015). Furthermore, the growth of an organization is adversely affected when knowledge management practices are not implemented effectively, resulting in insufficient capacity to maintain projects (Yosuf & Wanjau, 2014).

1.3 Objectives Of The Study

The major objective of this research is to investigate the factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon (a case study of Nestle Cameroun SA). The study will specifically seek to;

Ascertain the internal organizational factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon.

Ascertain the external environmental factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon.

Ascertain the human factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon.

1.4 Research Questions

The following research questions will be answered in this study:

What are the internal organizational factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon?

What are the external environmental factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon?

What are the human factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon?

1.5 Research Hypothesis

Ho:  There are no significant factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon.

Ha:  There are significant factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon.

1.6 Significance Of The Study

Understanding the the factors affecting the effective implementation of knowledge management practices in manufacturing firms is crucial for a wide range of stakeholders—managers, academics, policymakers, and practitioners—among others. 

This research will empower managers to render well-informed decisions by utilizing precise and current data and perspectives. Additionally, it facilitates the reduction of redundant tasks by managers and improves operational effectiveness, resulting in financial savings and increased output. 

In addition and as a contribution, the study will provide policymakers with a foundation for developing incentives and initiatives that encourage investment and adoption of knowledge management in the manufacturing sector. This will ensure that national strategies are in line with the worldwide trend towards knowledge-based economies. 

Moreover, the findings presented in this study will provide practitioners with an all-encompassing manual to assist them in recognizing domains that require enhancement, tackling obstacles, and optimizing knowledge management procedures in order to bolster the performance, competitiveness, and resilience of their organizations. 

In conclusion, the research will furnish academics with prospects to undertake empirical investigations, construct theoretical frameworks, and propel the advancement of knowledge within the domain of organizational behavior and management.

1.7 Scope Of The Study

The study covers the factors affecting effective implementation of knowledge management practice in manufacturing firms in Cameroon. Hence, the respondents for this study will be obtained from staff Nestle Cameroun SA.

1.8 Limitation Of The Study

Like in every human endeavour, the researcher encountered slight constraints while carrying out the study. Insufficient funds tend to impede the efficiency of the researcher in sourcing for the relevant materials, literature, or information and in the process of data collection, which is why the researcher resorted to a limited choice of sample size. More so, the researcher simultaneously engaged in this study with other academic work. As a result, the amount of time spent on research will be reduced.

1.9 Definition of Terms 

Knowledge Management (KM): is a systematic approach to identifying, capturing, organizing, storing, retrieving, and sharing knowledge assets within an organization to facilitate effective decision-making, innovation, learning, and performance improvement. It involves processes, strategies, and technologies aimed at managing both explicit knowledge (codified and documented information) and tacit knowledge (personal insights, experiences, and expertise) to create value and competitive advantage.

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