TABLE
OF CONTENT
TITLE . . . . . . . . i
APPROVAL . . . .. . . . ii
APPROVAL . . . .. . . . ii
CERTIFICATION . . . . . . . iii
DEDICATION . . . . . . iv
ACKNOWLEDGEMENT . . . . . v
TABLE OF CONTENTS . . . . . vi
ABSTRACT . . . . . . . x
CHAPTER
ONE
INTRODUCTION
- Background of the Study . . . 1
- Statement of the Problem . . . 5
- Objectives of the Study . . . . 6
- Research Questions . . . . . 7
- Significance of the Study . . . . 8
- Scope of the Study . . . . . 9
- Definition of Terms . . . . . 10
CHAPTER
TWO
LITERATURE
REVIEW
- Profile of the Case Study . . . 12
- Understanding the Concept of
Knowledge . . . . . . 22
- Types of Knowledge . . . 24
- The Knowledge Challenge . . 32
- Defining Knowledge Management . 35
- Aspects of Knowledge Management . . 37
- Pillars of Knowledge Management . 49
- Measuring Knowledge Management . 49
- History of Knowledge Management . 51
- Generations of Knowledge
Management
. . . . . 57
2.11 Elements of Knowledge Management .
63
2.12 Knowledge Sharing and Enrichment . 68
2.13 Knowledge Management Tools . . 73
2.14 Implementation of Knowledge
Management . . . . . 78
CHAPTER
THREE
RESEARCH
DESIGN AND METHODOLOGY
- Research Design . . . . . 80
- Sources of Data . . . . . 80
- Population of the study . . . . 81
- Determination of Sample Size . . . 82
- Research Methodology . . . . 84
- Administration of the Questionnaire . . 85
- Method of Data Analysis . . . . 85
- Procedure for Processing and
Analysing Data Collected. . . . . 86
CHAPTER
FOUR
DATA
PRESENTATION AND ANALYSIS
- Data Presentation . . . . . 87
- Response of Respondents . . . . 88
CHAPTER
FIVE
SUMMARY
OF FINDINGS, RECOMMENDATION AND
CONCLUSION
- Summary of Findings . . . . . 103
- Conclusion . . .. . . . 105
- Recommendation . . . .. . 106
BIBLIOGRAPHY . . . . . .
APPENDIX . . . . . . .
ABSTRACT
The impact of Knowledge Management in the performance of
commercial banks can be seen as an integrated approach to achieving
organizational goals by placing particular focus on “knowledge”, now considered as the new factor for production. The transfer of knowledge is, in fact, the essence of knowledge
management. This research work looked into the
impact of knowledge management in performance of commercial activities of
Guaranty Trust Bank Plc, how it harnesses the huge knowledge deposits residing
in its tacit environment (the minds of her staff) to create a synergy which
in-turn transforms the bank. The main source of
data used in this research is both primary and secondary data. Secondary data
consisted of data from already published materials such as; text books,
journals, the internet, academic dissertations, workshop papers and annual
reports. Primary data was collected through the means of questionnaires. This
consists of data collected from the field survey. This source of data formed
the basis of analysis in this study. The research
established the importance of knowledge management practices within Guaranty
Trust Bank Plc. It confirmed the support given to knowledge management by the
top management of the bank. It also emphasised the benefits of knowledge
management practice in the banking industry.
CHAPTER ONE
INTRODUCTION
BACKGROUND OF STUDY
Knowledge is increasingly being recognized
as the new strategic imperative of organizations. The most established paradigm
is that knowledge is power. Therefore, one has to hoard it, keep it to oneself
to maintain an advantage. The common attitude of most people is to hold on to
one’s knowledge since it is what makes him or her an asset to the organization.
Today, knowledge is still considered power – an enormous power in fact – but
the understanding has changed considerably, particularly from the perspective
of organizations. The new paradigm is that within the organization knowledge
must be shared in order for it to grow. It has been shown that the organization
that shares knowledge among its management and staff grows stronger and becomes
more competitive. This is the core of knowledge management – the sharing of
knowledge.
Most organizations are beginning to realize that their singular
most important asset is the intellectual capital of their staff and as such are
finding new ways to manage this asset. This is derived from the paradigm that
effective business strategy in today’s business climate can only be achieved by
a synergy of knowledge applied to create innovation, whilst reducing cost and
increasing productivity. These organizations have also realized that the huge
funds invested in Information Technology can only be harnessed when they serve
as enablers to creating, capturing, storing, processing and sharing knowledge.
Thus the real stock they have is their knowledge. This has given rise to the
search for ways to manage knowledge and the eventual emergence of the term Knowledge Management.
The impact of Knowledge Management in the performance of
commercial banks can be seen as an integrated approach to achieving
organizational goals by placing particular focus on “knowledge”, now considered as the new factor for production. The transfer of knowledge is, in fact, the essence of knowledge
management.
Knowledge management can be
broadly defined as the identification and management of processes for
leveraging the intellectual capital of organizations over time and place. As
such, it applies to every job function and process and seeks to capture
institutional learning and share best practices for the benefit of the entire
firm and its clients.
The impact of Knowledge management in the performance of
commercial banks is increasingly an important element of organizational
strategy. Organizations, whether they are in the private sector or whether they
are in the public sector, must develop strategies for the collection,
dissemination, and protection of information required by employees, clients,
and external partners if the organizations are to succeed in their missions.
Knowledge management involves the management of data in a way that transforms
data into useful knowledge (Lim, Ahmed, and Zairi, 2000). Structuring knowledge
management into an organization’s strategy assures that knowledge management
will be an ongoing, coordinated process within the organization that will
benefit the organization, it employees, clients, and external partners over the
long-term (Drew, 2001). The key to the implementation of an effective and
efficient knowledge management strategy is the integration of knowledge
management and information into organisational process.
Knowledge Management supports and coordinates the creation, transfer and application of individual knowledge in value creation
processes. This can only be realized in a corporate culture that promotes
Knowledge Management and actively supports the information and documentation
processes (i.e. through the systematic application of innovation and quality
management tools and methods).
In this research work we look at the impact of knowledge
management in performance of commercial activities of Guaranty Trust Bank Plc,
how it harnesses the huge knowledge deposits residing in its tacit environment
(the minds of her staff) to create a synergy which in-turn transforms the bank
to learning bank with Knowledge Workers in various Knowledge Departments within a Knowledge based bank which gave them an advantageous competitive
edge Morik,
Huppe, and Unterstein, (2002).
1.2 STATEMENT OF THE PROBLEM
This research project presents
a business survey on the impact of knowledge management (KM) in the performance
of commercials banks in Nigeria, Guaranty Trust Bank is used as a case study.
It offers managers and individual decision makers a framework for analysis, and
provides a set of tools to evaluate the benefits of knowledge sharing.
Therefore the following problems would be
considered in this study:
THE IMPACT OF KNOWLEDGE MANAGEMENT IN THE PERFORMANCE OF COMMERCIAL BANKS IN NIGERIA: A CASE STUDY OF GUARANTY TRUST BANK
