Professional Documents
Culture Documents
Volume 6 Issue 5, July-August 2022 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470
INTRODUCTION
Every organization needs ideas, new or existing, in suggests that knowledge is information that has been
order to survive. Banking industry thrives on processed, organized, restructured and ready for use.
information and networking. Until the new Organizations’ thrive with improved processes of
millennium, banking industry in Nigeria was acquisition, integration and usage of knowledge
conducted using manual processes, without adequate which is exactly what knowledge management
connectivity with other branches and banks. entails.
Transaction was very slow and frustrating. The
A highly dynamic sector like Nigerian banking sector,
information and communication technology (ICT)
with intense competition from home and abroad,
revolution in Nigeria opened a new dawn in the
needs effective use of knowledge to remain
banking industry, enabling high flow of information.
competitive. Knowledge management is thus of
Also with the world turning to a global village, these
interest to banks management and researchers alike.
banks face high competition, not only with the local
Previous studies on knowledge management revealed
banks but also with foreign banks. Customers need to
a problem in identifying and measuring the effects of
do quick transactions with their partners abroad,
knowledge management in organizations. This is
which require fast and efficient information flow. The
because neither theory nor practice has been able to
task that banking industry faced and is still facing is
develop a method that addresses the task of
how to manage these processed information
evaluating effects of knowledge management
(knowledge) to be competitive and achieve
components and practice in organizations (Slovcovic
organizational objectives. Knowledge is becoming the
& Babic, 2013). Attempts have been made in this
most important factor of production, next to labour,
regard but there is no uniformity as there is no
land and capital (Sher & Lee, 2004). Hester (2009)
consistent key performance indicator for all
MANAGEMENT ORGANIZATIONAL
PERFORMANCE
• KNOWLEDGE
ACQUISITION
• KNOWLEDGE • Non-Financial
CONVERSION Performance
• KNOWLEDGE
APPLICATION
@ IJTSRD | Unique Paper ID – IJTSRD50436 | Volume – 6 | Issue – 5 | July-August 2022 Page 100
International Journal of Trend in Scientific Research and Development @ www.ijtsrd.com eISSN: 2456-6470
encouraging knowledge acquisition by employees; [11] Chung, R. G. & Lo, C. L. (2007), The
and promotion of culture of learning, innovation, relationship between leadership behavior and
knowledge acquisition and sharing. organizational performance in non- profit
organizations, using social welfare charity
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