Effect of Knowledge Management Practices on Organizational Performance in African SMEs
DOI:
https://doi.org/10.47604/ajikm.2265Keywords:
Knowledge Management Practices Organizational PerformanceAbstract
Abstract
Purpose: The aim of the study was to investigate Effect of Knowledge Management Practices on Organizational Performance in African SMEs
Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
Findings: Knowledge Management (KM) practices have a positive impact on the performance of African Small and Medium-sized Enterprises (SMEs) by enhancing innovation, improving decision-making, and increasing customer satisfaction. However, challenges related to knowledge transfer and limited resources can hinder the full realization of KM benefits in these organizations. Cultivating a strong learning culture is crucial for continuous improvement. KM strategies must be adapted to the local context and cultural nuances of African countries to maximize their effectiveness.
Unique Contribution to Theory, Practice and Policy: Resource-Based View (RBV) theory, social capital theory & dynamic capabilities theory may be used to anchor future studies on effect of knowledge management practices on organizational performance in African SMEs. SMEs in Africa should tailor their knowledge management practices to align with their unique organizational cultures, structures, and resource constraints. Governments in African countries should consider implementing policies that provide incentives, subsidies, or tax breaks to SMEs that adopt effective knowledge management practices.
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