Knowledge Management and Organizational Performance. A Case Study of Hotel Sarakawa Lome, Togo
CHAPTER ONE
Objective of the Study
The primary purpose of this study is to examine the relationship between knowledge management and organizational performance at Hotel Sarakawa in Lomé, Togo. Specifically, the study aims to:
- Assess the current knowledge management practices at Hotel Sarakawa.
- Identify the challenges faced by Hotel Sarakawa in implementing effective knowledge management practices.
- Analyze the impact of knowledge management on the organizational performance of Hotel Sarakawa.
- Provide recommendations for improving knowledge management practices to enhance organizational performance at Hotel Sarakawa.
CHAPTER TWO
LITERATURE REVIEW
Conceptual Review
Knowledge Management (KM)
Knowledge Management (KM) is a systematic approach to managing and leveraging an organization’s knowledge assets to achieve its objectives and enhance its performance (Kamunda, Renukappa, & Suresh, 2019). It involves the processes of capturing, storing, sharing, and applying knowledge to improve decision-making, efficiency, and innovation within an organization. The importance of KM lies in its ability to convert individual knowledge into organizational knowledge, which can be accessed and utilized to solve problems and create value (De Waal, 2020).
KM encompasses various types of knowledge, primarily categorized into tacit and explicit knowledge. Tacit knowledge refers to the know-how, skills, and experiences that individuals possess but may not easily articulate or document (Sandelin, Hukka, & Katko, 2019). This type of knowledge is often shared through personal interactions and is crucial for innovation and problem-solving. On the other hand, explicit knowledge is formal and codified, such as documents, manuals, and databases, which can be easily communicated and transferred within an organization (Patwary et al., 2022). Both types are essential for a comprehensive KM strategy, as tacit knowledge can complement explicit knowledge, and vice versa.
The key components of KM include knowledge creation, storage, transfer, and application. Knowledge creation involves generating new insights, ideas, or solutions through research, collaboration, and innovation (Lo, Wang, Justin Wah, & Ramayah, 2022). Storage refers to the systematic organization and preservation of knowledge in accessible formats, such as databases or knowledge repositories (Hamann, Schiemann, Bellora, & Guenther, 2023). Knowledge transfer focuses on disseminating knowledge across the organization to ensure that valuable information reaches those who need it (Iuliana, 2022). Finally, knowledge application involves utilizing stored and transferred knowledge to improve processes, make informed decisions, and drive organizational performance (Meher & Mishra, 2022). Each of these components plays a critical role in ensuring that KM systems effectively support organizational goals and enhance overall performance.
CHAPTER THREE
Research and Methodology
Research Design
The research design for this study was quantitative, employing a survey approach to examine the relationship between knowledge management (KM) practices and organizational performance in the hospitality sector. This design was selected due to its effectiveness in gathering numerical data from a sizable sample, allowing for statistical analysis and generalizable findings (Saunders, Lewis, & Thornhill, 2019). A structured questionnaire was used to collect data, enabling the measurement of various KM practices and their impact on organizational performance indicators. This approach was chosen to ensure that the data collected could be systematically analyzed to identify patterns and correlations relevant to the study objectives.
Population of the Study
The population for this study consisted of 1,200 employees and managers working in hotels in Lomé, Togo. This population was selected to represent a broad range of perspectives on KM practices within the hospitality industry. The choice of this population was justified by its relevance to the research objectives, which aimed to explore KM practices and their effects on organizational performance across different levels within hotels (Frankfort-Nachmias, Nachmias, & DeWaard, 2021). The large population size was intended to provide a comprehensive view of KM practices and their impact, ensuring that the findings would be robust and applicable to similar contexts.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
Distribution and Return of Questionnaire
Table 4.1 shows the distribution of the questionnaire responses. Out of the total 120 questionnaires distributed, 108 were returned and completed, reflecting a 90% response rate. This high response rate enhances the reliability of the data, indicating strong participant engagement. The 12 questionnaires that were not returned or completed, representing 10% of the sample, have a minimal impact on the study’s overall data quality. The cumulative percentage shows that the study successfully captured responses from 90% of the intended participants, supporting the validity and representativeness of the findings. The minimal non-response rate is unlikely to skew the results, ensuring that the conclusions drawn are robust and reflective of the broader population.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
Summary of Findings
This section presents a summary of the key findings from the study, which focused on evaluating knowledge management practices at Hotel Sarakawa and their impact on organizational performance. The analysis was based on data collected from 108 respondents who provided insights into various aspects of knowledge management within the hotel.
The study aimed to understand the current knowledge management practices at Hotel Sarakawa, identify the challenges faced in implementing these practices, assess the impact of knowledge management on organizational performance, and explore recommendations for improving these practices to enhance overall performance. The findings are summarized below.
The study found that the current knowledge management practices at Hotel Sarakawa are relatively robust but face some areas needing improvement. The majority of respondents indicated that the hotel encourages employees to share their knowledge with colleagues, as reflected in Table 4.6, where 48.1% strongly agreed and 28.7% agreed with this statement. This suggests a positive environment for knowledge sharing within the organization. However, there was a notable proportion of respondents (13.0%) who disagreed or strongly disagreed, indicating some inconsistencies in the implementation or perception of this practice.
Additionally, Table 4.7 showed that the hotel regularly updates its knowledge management systems to reflect new information and best practices. Here, 47.2% of respondents strongly agreed and 27.8% agreed, highlighting that while there is a significant effort to keep the systems current, there is still room for improvement as some respondents (17.6%) disagreed with this statement. This suggests that the process of updating knowledge management systems may not be as frequent or comprehensive as desired by all employees.
Recommendations
The following recommendations were proposed:
- Enhance Knowledge Management Infrastructure: To address the identified challenges and improve the effectiveness of knowledge management, Hotel Sarakawa should invest in upgrading its infrastructure. This includes implementing advanced knowledge management systems and tools that facilitate better data sharing, storage, and retrieval. Improved infrastructure will help streamline processes and support the efficient management of knowledge assets.
- Foster a Knowledge-Sharing Culture: It is crucial to create a culture that encourages knowledge-sharing among employees. Hotel Sarakawa should implement programs and initiatives that promote collaboration and information exchange. This could involve regular team meetings, workshops, and recognition programs that reward employees for sharing valuable insights and knowledge.
- Provide Ongoing Training Programs: To enhance the effectiveness of knowledge management practices, Hotel Sarakawa should invest in continuous training programs for its staff. Training should focus on best practices for knowledge management, the use of new technologies, and strategies for overcoming resistance to change. Regular training will ensure that employees are well-equipped to utilize and contribute to knowledge management systems effectively.
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