Knowledge Management and Organizational Performance: A Case Study of Hotel Sarakawa in 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:
1. Assess the current knowledge management practices at Hotel Sarakawa.
2. Identify the challenges faced by Hotel Sarakawa in implementing effective knowledge management practices.
3. Analyze the impact of knowledge management on the organizational performance of Hotel Sarakawa.
4. 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.
Organizational Performance
Organizational performance refers to the effectiveness with which an organization meets its goals and objectives, as well as its efficiency in using resources to achieve desired outcomes (Van Heerden & Roodt, 2021). It encompasses various dimensions such as financial performance, operational efficiency, customer satisfaction, and employee productivity. Key metrics for measuring organizational performance include profitability ratios, productivity ratios, customer satisfaction scores, and employee engagement levels (Harrison & Freeman, 2019). These metrics provide a comprehensive view of how well an organization is performing in different areas and help in identifying strengths and areas for improvement.
The relationship between Knowledge Management (KM) and organizational performance is well-documented in the literature. Effective KM practices can significantly enhance organizational performance by improving decision-making, fostering innovation, and increasing efficiency (Kamunda, Renukappa, & Suresh, 2019). KM helps organizations leverage their intellectual assets, streamline processes, and adapt to changing market conditions, all of which contribute to better performance outcomes (Coombs, Crook, & Shook, 2021). By systematically managing and utilizing knowledge, organizations can gain a competitive advantage and achieve higher levels of success.
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
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.
The study identified several challenges in implementing effective knowledge management practices at Hotel Sarakawa. According to Table 4.9, nearly half of the respondents (49.1%) strongly agreed that there is a lack of proper infrastructure to support these practices. This indicates that inadequate infrastructure is a significant barrier to effective knowledge management. Additionally, the challenge of keeping knowledge management practices up-to-date with industry standards was highlighted, with 52.8% strongly agreeing that the hotel faces difficulties in this regard, as shown in Table 4.12. This suggests that the hotel struggles to maintain competitive and relevant knowledge management practices.
Resistance among staff to adopt new knowledge management practices was another significant challenge. Table 4.11 revealed that 52.8% of respondents strongly agreed with this statement. The high level of resistance indicates that staff may be reluctant to embrace new practices, potentially due to lack of training, understanding, or perceived benefits.
The study found that knowledge management practices have a considerable impact on the organizational performance of Hotel Sarakawa. Table 4.13 demonstrated that 52.8% of respondents strongly agreed that effective knowledge management practices have improved customer satisfaction, while 20.4% agreed. This finding suggests that knowledge management positively influences customer satisfaction, a key performance metric for the hotel.
Similarly, Table 4.14 indicated that 38.0% of respondents strongly agreed that the implementation of knowledge management has led to increased efficiency in hotel operations. This aligns with the observed improvements in customer satisfaction, reinforcing the idea that effective knowledge management contributes to better operational performance.
The study also found that knowledge management practices positively influence decision-making within the hotel. Table 4.15 revealed that 47.2% of respondents strongly agreed that knowledge management has contributed to better decision-making, while 19.4% agreed. This indicates that improved knowledge management practices are associated with enhanced decision-making capabilities.
The findings suggest several recommendations for improving knowledge management practices at Hotel Sarakawa. To address the challenges identified, it is crucial to invest in better infrastructure and technology. Table 4.18 indicated that 45.4% of respondents strongly agreed that investing in better technology would enhance knowledge management practices. Additionally, Table 4.17 showed that 52.8% of respondents strongly agreed that implementing more training programs on knowledge management would improve its effectiveness. These recommendations emphasize the need for both technological upgrades and comprehensive training programs to support knowledge management initiatives.
Furthermore, Table 4.20 highlighted that 52.8% of respondents strongly agreed that regularly reviewing and updating knowledge management practices will lead to sustained organizational performance improvements. This underscores the importance of continuous evaluation and adaptation of knowledge management practices to maintain their effectiveness and relevance.
In summary, the study found that while Hotel Sarakawa has established knowledge management practices that positively influence organizational performance, several challenges remain. Key issues include inadequate infrastructure, resistance to new practices, and difficulties in keeping practices up-to-date with industry standards. Addressing these challenges through technological investments, enhanced training, and regular reviews can significantly improve the effectiveness of knowledge management practices and, consequently, organizational performance.
Conclusion
The results from the hypotheses testing provide a comprehensive understanding of the relationship between knowledge management practices and organizational performance at Hotel Sarakawa. The analysis revealed a significant relationship between effective knowledge management practices and improved organizational performance, contradicting the null hypothesis that posited no such relationship. Specifically, the t-test results showed substantial mean differences for knowledge management practices, indicating their positive impact on the hotel’s performance.
The findings also confirmed that the challenges faced in implementing knowledge management practices significantly affect organizational performance. The evidence revealed that infrastructure limitations, resistance to new practices, and difficulties in updating knowledge management systems contribute to performance issues. This supports the hypothesis that these challenges do impact performance, emphasizing the need for addressing these barriers.
Moreover, the study demonstrated that effective knowledge management practices do positively influence organizational performance, and improving these practices is likely to enhance performance further. This refutes the null hypothesis that effective practices do not influence performance. Therefore, investing in better technology, increasing training, and regularly updating practices are critical for optimizing knowledge management and achieving sustained organizational improvements.
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.
- Implement Regular Reviews and Updates: Regularly reviewing and updating knowledge management practices is essential for maintaining their relevance and effectiveness. Hotel Sarakawa should establish a systematic process for evaluating and refining its knowledge management practices to ensure they align with industry standards and emerging best practices. This will help sustain improvements in organizational performance over time.
- Address Resistance to Change: To overcome resistance to new knowledge management practices, Hotel Sarakawa should engage in change management strategies. This includes involving employees in the decision-making process, communicating the benefits of new practices clearly, and providing support throughout the transition period. Addressing resistance proactively will facilitate smoother adoption of new practices.
- Leverage Technology for Better Knowledge Management: Investing in advanced technology can significantly enhance knowledge management practices. Hotel Sarakawa should explore new technological solutions such as knowledge management platforms, collaborative tools, and data analytics systems. These technologies can improve the efficiency of knowledge sharing and management, ultimately contributing to better decision-making and enhanced organizational performance.
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