Examining the Effect of Motivation, Knowledge Sharing, Knowledge Creation Process, and Innovation on The Gambia Telecom and Cellular Company’s Performance

Abstract

In today’s global business, competition is fierce and is gaining momentum across frontiers, and organisations are working hard to keep performance steady and sustainable. The phenomenon of organisation performance is not peculiar in the management science researches, as such numerous studies has been conducted on it. However, measuring it was considered a difficult task in the sense it entails critical and salient dimensions that sometimes makes it hard to measure. Therefore, it’s multidimensional. Notwithstanding the magnitude of study on organisational performance, focus on sub-Saharan countries, especially in The Gambia has limited literatures. This study aims to examine the effect of motivation, knowledge creation process, knowledge sharing, and innovation on The Gambia Telecom and Cellular Company’s performance. It is important to note that this study is non-comparative instead treating the two companies as one based on their commonalities both in terms of management practices and operation mode. Most importantly, for easy access to diverse employees for convenient data collection, thus help present justifiable and reasonable results. The research approach was typically quantitative and Partial Least Squares (PLS) was purely used to analyse the obtained data, with a total of 206 valid participants who completed online questionnaires. The participants of this study included employees of both (Gamtel/Gamcel), which excluded auxiliary staff, contract staff and trainees. The results reveal that both motiving factors has a positive and significant effect on knowledge sharing. Likewise, knowledge sharing and innovation has positive and significant effect on organizational performance. On the other hand, knowledge creation process has a weak effect on knowledge sharing thus the null hypothesis for this relationship was accepted. Keywords: motivation, knowledge creation process, innovation, knowledge sharing, organisational performance