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THE IMPACT OF STRATEGIC KNOWLEDGE MANAGEMENT ON ORGANISATIONAL PERFORMANCE IN CAMEROON (CASE STUDY OF GEO RESOURCE PRIVATE LIMITED COMPANY)

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THE IMPACT OF STRATEGIC KNOWLEDGE MANAGEMENT ON ORGANISATIONAL PERFORMANCE IN CAMEROON (CASE STUDY OF GEO RESOURCE PRIVATE LIMITED COMPANY)

CHAPTER ONE

INTRODUCTION

Background of the Study

Organizational performance pertains to the comprehensive efficacy and efficiency with which an establishment accomplishes its predetermined aims and objectives. A multitude of key performance indicators (KPIs) may be employed to assess it, including but not limited to market share, profitability, productivity, innovation, and customer satisfaction. Organizational performance in developed economies such as the United States and the United Kingdom has exhibited noteworthy trends in recent years. 

Based on data provided by the Bureau of Economic Analysis (BEA), the Gross Domestic Product (GDP) in the United States has exhibited a sustained positive trajectory, expanding at a mean yearly rate of 2.3% between the years 2017 and 2021. This indicates that the nation's economic performance has been favorable on the whole. Furthermore, research conducted by Smith and Johnson (2018) revealed that American businesses that allocated resources towards innovation and research and development (R&D) endeavors achieved enhanced organizational performance, as measured by increased revenue growth and improved market competitiveness. According to a report published by the Office for National Statistics (ONS), labor productivity in the United Kingdom increased steadily from 2017 to 2021, as a result of enhanced organizational efficacy. Moreover, as evidenced by increased profitability and shareholder value, organizations in the United Kingdom that implemented effective strategic management practices demonstrated superior performance, according to a study by Brown and Lewis (2019). 

In the context of developing economies, an illustration from Cameroon serves to illustrate how the African Development Bank Group (2021) identified the criticality of infrastructure development in relation to the operational effectiveness of organizations. Ensuring that a nation possesses sufficient energy and transportation infrastructure can have a substantial influence on the productivity and competitiveness of its enterprises. The significance of infrastructure development investments in improving the performance of organizations within the Cameroonian context has been acknowledged. 

As an example of Sub-Saharan Africa, consider Cameroon. Based on data from the World Bank, Cameroon's gross domestic product (GDP) expanded by approximately 2.1% annually between 2017 and 2021. Although this is a positive indicator of economic expansion, it is slower than that of developed nations. Cameroonian companies that invested in technology adoption and human capital development demonstrated superior organizational performance in terms of market share and profitability, according to a study by Vij and Sharma (2021). 

Strategic knowledge management (SKM) is a methodical structure comprised of procedures and tactics utilized by organizations to effectively produce, acquire, retain, and distribute knowledge in order to accomplish their goals. The potential for significantly improving organizational performance is substantial when strategic knowledge management is implemented in the context of rural African residents. In this particular context, knowledge sharing, knowledge creation, knowledge retention, and knowledge utilization are all essential components of strategic knowledge management. The transmission of information and experiences among members of rural communities is facilitated by knowledge sharing. This promotes a collective understanding of local issues and empowers communities to undertake more effective initiatives and decision-making processes. The generation of knowledge drives innovation in industries such as healthcare and agriculture, thereby stimulating economic growth. The maintenance of knowledge retention via training programs guarantees the conservation and passon of invaluable expertise and methodologies to future generations, thus contributing to the continuity of community development endeavors. Finally, the application of knowledge utilization enables rural organizations to implement policies and strategies that are grounded in empirical evidence, resulting in enhanced resource allocation and overall performance improvement (Smith, 2023). 

In order to guarantee the profitability of an organization and its performance, knowledge management must be accorded the importance it merits. Knowledge administration is the straightforward procedure of acquiring, cultivating, disseminating, and efficiently utilizing the knowledge of an organization. It is a multidisciplinary strategy that maximizes the application of knowledge in order to accomplish the goals of an organization (Wikipedia). In addition to providing a competitive edge, knowledge utilization that is effective also promotes the long-term growth and sustainability of organizations (Storey & Barnett, 2020).

Statement of the Problem

In Cameroon, despite the increasing significance of knowledge management in bolstering competitiveness, the impact of knowledge management practices on organizational performance is a relatively uncharted territory. Furthermore, it appears that a significant number of organizations (particularly in Cameroon) lack awareness regarding critical strategic orientations, such as knowledge management orientation. Despite engaging in inadvertently associated activities, these businesses fail to recognize the impact that this orientation has on their overall performance. (Lewis & Brown, 2019). Furthermore, the majority of research conducted in this field has been situated in developed nations, with a particular emphasis on telecommunication sectors. In contrast, there is a dearth of studies from developing countries, particularly those pertaining to manufacturing industries. Thus, this study sought principally to assess the impact of strategic knowledge management on organisational performance in cameroon (case study of Geo Resource Private Limited Company).

Objectives of the Study

The primary objective of this study is to examine the impact of strategic knowledge management on Organisational performance in Cameroon (case study of Geo Resource Private Limited Company). Specific objectives of this study are to:

Ascertain whether there is a significant relationship between strategic knowledge management and Organisational performance.

Determine the extent strategic knowledge management is implemented in Geo Resource Private Limited Company.

Find out the components of strategic knowledge management used in Geo Resource Private Limited Company.

Find out the impact of strategic knowledge management on organisational performance of Geo Resource Private Limited Company.

Research Questions

The following research questions will be answered in this study:

Is there a significant relationship between strategic knowledge management and Organisational performance?

What is the extent strategic knowledge management is implemented in Geo Resource Private Limited Company?

What are the components of strategic knowledge management used in Geo Resource Private Limited Company?

What is the impact of strategic knowledge management on organisational performance of Geo Resource Private Limited Company?

Research Hypothesis

Ho: There is no significant relationship between strategic knowledge management and Organisational performance.

Ha: There is a significant relationship between strategic knowledge management and Organisational performance.

1.6 Significance of the Study

This research will hold substantial importance for policymakers, business organizations, and academics. 

The implications of this study's findings for business organizations include the facilitation of innovation, enhancement of decision-making processes, and encouragement of employee collaboration. 

It will provide guidance to policymakers in the development of regulatory frameworks that encourage organizations to implement efficient knowledge management practices. This, in turn, will ensure that organizations remain compliant with regulations pertaining to data protection, intellectual property, and information sharing. 

Finally, this study will function as a reference for scholars who are likely to undertake further research on the impact of strategic knowledge management on Organisational performance.

1.7 Scope Of The Study

The scope of this study focuses on the impact of strategic knowledge management on Organisational performance in Cameroon (case study of Geo Resource Private Limited Company). Hence, the respondents for this study will be obtained from staff of Geo Resource Private Limited Company.

1.8 Limitations Of The Study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. However, the researcher were able to manage these just to ensure the success of this study.

Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.

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.

Organizational Performance: refers to the extent to which an organization achieves its strategic objectives and goals, as measured by various key performance indicators (KPIs) across different dimensions. 


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