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Improving organisational performance through knowledge management: The case of financial institutions in Uganda

Author

Listed:
  • J.K. Bagorogoza

    (Maastricht School of Management, the Netherlands and Tilburg University, the Netherlands)

  • A.A. de Waal

    (Maastricht School of Management, the Netherlands)

  • H.J van den Herik

    (TiCC, Tilburg University, the Netherlands)

  • B.A. van de Walle

    (Tilburg School of Economics and Management, Tilburg University, the Netherlands)

Abstract

Purpose: The purpose of the study is to examine the knowledge management practices of financial institutions in Uganda, in order to understand how these practices influence the high performance organisation factors and thereby the performance of the financial institutions. Design/methodology/approach: The study includes a review of the literature concerning dominant views on knowledge management and high performance organisations. Moreover, the characteristics of the financial industry are discussed. Then, twenty-three firms from the financial services industry in Uganda have been selected as the sample-base for an empirical test. Findings: Obviously, knowledge management is highly inter-connected to the high performance framework. In this paper, we investigate (1) three processes of KM (knowledge acquisition, knowledge dissemination, responsiveness to knowledge) and (2) how they relate to the high performance organisation framework. The three KM processes, when executed well, result in a higher organisational performance. Research limitations: The existing theories and our research on knowledge management are in some sense limited in explaining the extent to which knowledge management is related to high performance organisations. The reasons are: infrastructure, research time, and willingness to cooperate. Practical implications: The paper may serve as a basis for financial institutions in Uganda (1) to adopt the high performance organisation framework and (2) to establish insights into how to improve the knowledge management practices. As such, the HPO framework might be the organisational model that managers are looking for to achieve economic, environmental, and social sustainability. Originality/value: Past research into HPOs in developed countries may not be applicable to the unique nature and environment of organisations in a developing country. The paper tries to bring forward concern in the area of knowledge management practices and high performance organisation in the Ugandan finance sector.

Suggested Citation

  • J.K. Bagorogoza & A.A. de Waal & H.J van den Herik & B.A. van de Walle, 2011. "Improving organisational performance through knowledge management: The case of financial institutions in Uganda," Working Papers 2011/18, Maastricht School of Management.
  • Handle: RePEc:msm:wpaper:2011/17
    as

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    File URL: http://web2.msm.nl/RePEc/msm/wpaper/MSM-WP2011-18.pdf
    File Function: First version, 2011
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    References listed on IDEAS

    as
    1. Van de Ven, Wynand P. M. M. & Van Praag, Bernard M. S., 1981. "The demand for deductibles in private health insurance : A probit model with sample selection," Journal of Econometrics, Elsevier, vol. 17(2), pages 229-252, November.
    2. Fisher, Monica, 2004. "Household welfare and forest dependence in Southern Malawi," Environment and Development Economics, Cambridge University Press, vol. 9(02), pages 135-154, May.
    3. Mamo, Getachew & Sjaastad, Espen & Vedeld, Pal, 2007. "Economic dependence on forest resources: A case from Dendi District, Ethiopia," Forest Policy and Economics, Elsevier, vol. 9(8), pages 916-927, May.
    Full references (including those not matched with items on IDEAS)

    More about this item

    Keywords

    Knowledge management; high performance organisation framework; financial institutions; Uganda.;

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility

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