Tacit Knowledge for the Development of Organizations

Mohajan, Haradhan

doi:10.18034/abcjar.v6i1.66

Cited by 66 publications

(88 citation statements)

References 29 publications

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“…Identification of key areas of improvement will aid the impact of training. Thus, training of salesmen will help minimize negligence and unlikely error that can cost the company (Mohajan, 2017). However, organizations must ensure that the appropriate skills are impacted on all salesmen according to their job requirement.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Reliability and Validity of the Research Instrument: For a study of this magnitude and importance to be adjudged empirically applicable, it must pass the test of reliability and validity (Awolusi, 2018;Awolusi, Mbonigaba, & Tipoy, 2018;Mohajan, 2017). While validity refers to the accuracy and how stable the instruments used are, reliability refers to the consistency of the instrument to deliver same results when administered to different respondents, even at different times (Heale & Twycross, 2015).…”

Section: Sampling Design and Sample Sizementioning

confidence: 99%

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Performance evaluation and improvement among salesmen in the Nigerian fast moving consumer goods sector

Olatunji

Awolusi

2020

JSDS

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This study examined the impact of systematic performance evaluation on performance improvement among salesmen in the Fast Moving Consumer Goods Sector in Nigeria. This is occasioned by the peculiar nature of the job of the salesman which requires that specific attention be paid to the mode of performance evaluation deployed for them and its impact on their productivity. Using Yamane formula, convenience sampling method was used to select 263 respondents from the sales team of PZ Cussons Nigeria PLC. Four hypotheses were subsequently tested using correlation test. Based on the analysis, the study found a significant influence of clear, specific and challenging goals on the performance of salesmen in the Fast Moving Consumer Goods sector in Nigeria. It was also deduced that there is no significant influence of detailed and timely feedback on the performance of salesmen in the Fast Moving Consumer Goods sector in Nigeria. Furthermore, the study also revealed a significant influence of employee reward and recognition, as well as, training and development on the performance of salesmen in the Fast Moving Consumer Goods sector in Nigeria. Based on the findings, the study recommended a clear, complete and inspiring job requirement of all salesmen so that the employee can continuously improve performance. Furthermore, feedback from appraisal and evaluation should also inspire, encourage and motivate salesmen without including any form of threat and fear of job security. Finally, Fast Moving Consumer Goods sector in Nigeria should embark on capacity development of human resources through training and mentoring. This study therefore contributes to limited studies on performance evaluation, as well as, validation of both the conceptual and theoretical postulations in the context of Fast Moving Consumer Goods sector in Nigeria.

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Section: Discussion Of Findingsmentioning

confidence: 99%

Section: Sampling Design and Sample Sizementioning

confidence: 99%

Performance evaluation and improvement among salesmen in the Nigerian fast moving consumer goods sector

Olatunji

Awolusi

2020

JSDS

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“…Therefore in assessing the KM status in Nigerian institutions, the study adopted Frid KM Model framework because it is simple to implement. As shown in Figure 1 below, Frid KM Model is categorized into five segments ranging from level 1 to level 5 23 which are knowledge chaotic, knowledge aware, knowledge focused, knowledge managed, and knowledge centric respectively.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Knowledge management awareness assessment in Nigerian tertiary institutions

Ogunbanwo¹,

Okesola

Buckley³

2019

F1000Res

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Background: Knowledge management (KM) is a recipe for increasing performance and promoting innovation in tertiary institutions. However, some scholars argue that the Nigerian educational sector is yet to fully appreciate the importance of KM as their KM awareness level is still low. Since measurement is the basic foundation to accomplish success, this paper assesses the KM awareness level in tertiary institutions of south-west Nigeria. Methods: The study applied a survey method using a closed ended questionnaire administered to 50 participants from each of the 10 institutions measured by Likert scaling. Employing SPSS for data analysis, frequency count and percentage score were adopted to analyse the demographic data, and the research hypotheses were analysed with chi square test, Pearson chi square and bivariate correlation (Pearson) analysis. Results: A positive relationship between awareness, current status and level of familiarity was noted. KM awareness level in the institutions is high even though there is a significant difference between the public and private universities, as well as between the students and academic staff. Conclusions: Since an increase in the awareness level increases both current status and level of familiarity which often account for KM success, it is recommend that KM awareness level should continuously be improved upon in Nigerian tertiary institutions.

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“…The Wiig's KMM is highly favored because it addresses the organization as a whole and includes business areas that are commonly found in most organizations. He proposed an organizational KM cycle of four consecutive stages as; building, holding, pooling, and using knowledge [2]. These stages could be simplified as follows: Participants of these workshops were the representatives of Central Administration for Agricultural Extension (CAAE), Agricultural Research Center (ARC), some organizations which are providing AESs such as Central Union of Cooperatives and related departments in the two Governorates.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The Wiig KMM [2] of four stages was used to identify the KMPs as a benchmark considering the local situation. Data were collected by using a questionnaire through personal interviews during July and August, 2018.…”

Section: Data Collectionmentioning

confidence: 99%

Improving Agricultural Extension Services through Knowledge Management Practices in the Delta Region of Egypt: An Applied Study of Knowledge Management Model

Salama

2019

AJAEES

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Knowledge management is considered as an essential factor for the sustainable development of enterprises in the agricultural context. A consecutive workshops were conducted for senior and junior agricultural extension workers (AEWs) of two Governorates of the Delta region namely: Beheira and Kafr-Elsheikh. A purposive sample of 11 senior AEWs and 20 junior AEWs was selected. The Wiig knowledge management model (KMM) of four stages was used to identify the knowledge management practices. Descriptive statistics (frequencies and percentages) were used for presenting interview responses and Chi Square Test was used to determine the differences between senior and junior AEWs regarding their responses .The most important results were: the respondents obtain explicit knowledge from the statistics department and pamphlets. Types of formulating and documenting knowledge were the periodical minutes and reports. The available knowledge was compatible with the farmers' problems. Remembering the explicit knowledge was facilitated by frequent use of the acquired knowledge. Explicit knowledge was kept on computer bases of the specialized departments. Aggregating and categorizing knowledge were rallying on personal efforts. The practical knowledge was provided through awareness-raising meetings with farmers. Significant differences were found between senior and junior AEWs regarding their responses concerning: obtaining the tacit knowledge, compatibility of knowledge with farmers' problems, and retrieving knowledge. Among the most important recommendations were: conducting training programs on knowledge management concept and practices for AEWs and establishing knowledge management units at the central and the two Governorates level. Some suggested recommendations are: forming specialized team to organize and document the tacit knowledge, allocating storage units for knowledge including new tools and the required electronic devices, coordinating research institutions with agricultural extension organizations in transferring farmers' problems through formal procedures, and supporting the provision of AESs and developing the evaluation methods of the provided services. These predictors, however, need further work to validate reliability.

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Tacit Knowledge for the Development of Organizations

Cited by 66 publications

References 29 publications

Performance evaluation and improvement among salesmen in the Nigerian fast moving consumer goods sector

Performance evaluation and improvement among salesmen in the Nigerian fast moving consumer goods sector

Knowledge management awareness assessment in Nigerian tertiary institutions

Improving Agricultural Extension Services through Knowledge Management Practices in the Delta Region of Egypt: An Applied Study of Knowledge Management Model

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