Knowledge and performance in an emerging telecommunication industry: The moderating role of organisational orientation

Abstract

The ability of existing research to guide managerial decision making along a broad range of strategic orientations with which knowledge must be acquired, created, and utilised to improve organisational performance still remains an unfilled gap in the literature. Consequently, by adopting a wide range of organisational orientations that inherent knowledge‐based resources in the organisation can be applied, this paper examined the moderating effect of organisational orientation on the relationship between organisational knowledge and performance of telecommunication firms. Data were gathered using quantitative research approach. This involved the use of structured questionnaire from 230 managers and other administrative and technical employees of firms in the Global System for Mobile Communication submarket of Nigeria's telecommunications industry. The statistical analysis was subject to hierarchical multiple regression.

Conceptualizing a teacher–student knowledge exchange perspective: exploring the tripartite relationships between SECI theory, LMX theory and HEIs' students' preparedness for the workplace

“…Whereas the importance of knowledge creation and transfer in higher education institutions (HEIs) cannot be overemphasized, considering their role as social agents that foster or impede economic sustainability and social values through their research endeavours and the quality of graduates that they produce. Moreover, given that knowledge-based interactions, such as the creation and transfer of knowledge, are based on absorptive capacity (Delfmann and Koster, 2012), trust (Kayes, 2006) and individual demographic characteristics (Kharabsheh, 2007; Ibidunni, 2017), the need to understand knowledge creation and transfer based on a mutual exchange perspective becomes significant. The leader–member exchange (LMX) theory is a well-grounded theory in organizational research that facilitates understanding of interactions between managers and supervisees from a relationship-based perspective (Power, 2013; Olutade et al , 2015).…”

Influence of Successor-Related Factors on the Succession Planning Process of Private School Organisations

“…For school leaders to be successful, they must be able to develop visions for their school organisations based on their personal and professional values (Bush and Glover, 2014). They must be able to express this vision at every moment, and thereby influence their staff and stakeholders to share in the vision (Ibidunni, 2019). The philosophy, structures and activities of the school organisation must therefore be organised towards the achievement of this shared vision.…”

Examining the role of customers' intrinsic motivation on continued usage of mobile banking: a relational approach

“…Knowledge sharing plays an important role in customer value creation (Tseng, 2016) and the customer decision-making process (Migdadi, 2020;Valacherry and Pakkeerappa, 2018). Knowledge sharing becomes important for driving perceptions about product usage and product quality (Ibidunni, 2019). A proper flow of knowledge from the organization, therefore, propels customers to make informed buying decisions (Pandey et al, 2014).…”