SHARED KNOWLEDGE AND PERFORMANCE OF MANUFACTURING FIRMS IN NIGERIA
ABSTRACT
This thesis examined the effect of shared knowledge on the performance of firms in Nigeria. The objectives of the study are: (1) To determine the effect of shared knowledge on the performance of firms (2) To find out whether the contribution of shared knowledge to the performance of firms compares with national and international standards. (3) To determine the effects of knowledge learning capacity of workers on a sustainable competitive performance of the firms. (5) To ascertain the extent to which tacit knowledge helps to improve the performance of the firms. (5) To identify the principal mode of explicit knowledge that contributes to a sustained performance of the firms. (6) To investigate the extent to which knowledge based capacity is considered the most strategic resource for improving the profitability of the firms. The research design chosen in the study is a combination of a survey and oral interview. A representative sample of 504 respondents where chosen using the table of random numbers from a population of 735 respondents from Nigerian Breweries Plc., Guinness Nig. Plc. and Bendel Breweries Plc. The data presentation tools were tables. The data analyses tools were percentages Z test, Z test of population proportions and coefficient of determination. The Z test and Z test of population proportions were used to test the six hypotheses. The test-retest method of reliability and content validity were used. It was found that: (1) shared knowledge had a positive effect on the performance of the firms. (2) It was found that the contribution of shared knowledge to the performance of the firms compared favourably with national and international standards. It was also found that knowledge learning capacity of the workers had a positive effect on the sustained competitive performance of the firms. It was found that the tacit knowledge to a large extent helped to improve the performance of the firms. It was also found that combination and externalization were the principal modes of explicit knowledge that contributed to a sustained performance of the firms and lastly it was found that knowledge based capacity is considered to a large extent a strategic resource but not the most strategic resource as there were other resources such as men, materials, money time, energy, information and infrastructure. It was concluded that as shared knowledge increased, the performance of the firms also increased. It was recommended that the strategic managers of the firms studied should as a matter of policy continue to use shared knowledge as a tool for improving performance in their companies.
CHAPTER ONE
INTRODUCTION
1.1Â Â Â Â Â Â Â Â Â Â Â Â Â Â Â BACKGROUND OF STUDY
Shared knowledge and performance have been relevant in four epochs namely the era of early influences, the era of the industrial revolution, the era of scientific management movement and the modern era. Many records and ideas relating to management date from antiquity. Among these are the records of the Egyptians, the early Greeks, and the ancient Romans. In addition, there have been the experience and administrative practices of the Catholic Church, military organizations, and the cameralists of the sixteenth to the eighteenth centuries. Interpretation of early Egyptian papyri, extending as far back as 1300 B.C., indicate the recognition of the importance of organization (Koontz, O’donnel and Weirich, 2000:34).
The Industrial Revolution in Europe was the transitory phase from the manufacturing or putting-out system to the factory system. The present thesis will attempt to show that management was relevant during the three epochs of the Industrial Revolution in Europe, United States of America and Japan and so it was more of a Management Revolution than an Industrial Revolution (Berliner, 2003:5). Although Frederick Taylor, who did his work in the early years of the twentieth century, is…….
