Exploring knowledge dimensions for improving performance in organizations

Abstract

PurposeThe purpose of this study is to investigate the influence of organizational knowledge on organizational performance.Design/methodology/approachA survey of 66 managerial cadre employees of firms in Nigeria’s telecommunications industry made up the population for this study. The research study is descriptive in nature and it adopted a qualitative research design. Data were analysed using thematic analysis.FindingsThe study revealed that organizational knowledge dimensions such as individual-tacit, individual-explicit, group-tacit and group-explicit knowledge are essential to achieving organizational objectives and higher levels of performance. However, it is obvious that telecommunication firms in Nigeria are still laid back in their efforts to become aware of specific knowledge management strategies, especially with the adoption of specific information technology facilities that could achieve this goal.Originality/valueAlthough organizational knowledge has been argued as a vital means of enhancing organizational competitiveness, most discussions in existing literature have been limited by a technology-based perspective of organizational knowledge. As a result, human cognitive skills have largely been expunged in relation to organizational knowledge discourse. Based on a conceptualization of organizational knowledge from a perspective that combine people and technology, this research proposes four dimensions of organizational knowledge that can be linked to performance.