Improving Organisational Performance through knowledge management: The case of Financial Institutions in Uganda

J. Bagorogoza, A. de Waal, H.J. van den Herik, B.A. van de Walle

    Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

    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.
    Original languageEnglish
    Title of host publicationThe 1st Annual Maastricht School of Management Conference
    Place of PublicationMaastricht
    Publisher[s.n.]
    Pages1-28
    Publication statusPublished - 2011

    Fingerprint

    High performance
    Organizational performance
    Uganda
    Financial institutions
    Knowledge management
    Knowledge management practice
    Finance
    Developing countries
    Management performance
    Managers
    Knowledge acquisition
    Responsiveness
    Willingness
    Empirical test
    Financial services industry
    Environmental sustainability
    Economic sustainability
    Knowledge dissemination
    Financial industry
    Social sustainability

    Cite this

    Bagorogoza, J., de Waal, A., van den Herik, H. J., & van de Walle, B. A. (2011). Improving Organisational Performance through knowledge management: The case of Financial Institutions in Uganda. In The 1st Annual Maastricht School of Management Conference (pp. 1-28). Maastricht: [s.n.].
    Bagorogoza, J. ; de Waal, A. ; van den Herik, H.J. ; van de Walle, B.A. / Improving Organisational Performance through knowledge management : The case of Financial Institutions in Uganda. The 1st Annual Maastricht School of Management Conference. Maastricht : [s.n.], 2011. pp. 1-28
    @inproceedings{df58936e16ad40d0823e8bc7720c440c,
    title = "Improving Organisational Performance through knowledge management: The case of Financial Institutions in Uganda",
    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.",
    author = "J. Bagorogoza and {de Waal}, A. and {van den Herik}, H.J. and {van de Walle}, B.A.",
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    Bagorogoza, J, de Waal, A, van den Herik, HJ & van de Walle, BA 2011, Improving Organisational Performance through knowledge management: The case of Financial Institutions in Uganda. in The 1st Annual Maastricht School of Management Conference. [s.n.], Maastricht, pp. 1-28.

    Improving Organisational Performance through knowledge management : The case of Financial Institutions in Uganda. / Bagorogoza, J.; de Waal, A.; van den Herik, H.J.; van de Walle, B.A.

    The 1st Annual Maastricht School of Management Conference. Maastricht : [s.n.], 2011. p. 1-28.

    Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

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    AU - de Waal, A.

    AU - van den Herik, H.J.

    AU - van de Walle, B.A.

    PY - 2011

    Y1 - 2011

    N2 - 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.

    AB - 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.

    M3 - Conference contribution

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    EP - 28

    BT - The 1st Annual Maastricht School of Management Conference

    PB - [s.n.]

    CY - Maastricht

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    Bagorogoza J, de Waal A, van den Herik HJ, van de Walle BA. Improving Organisational Performance through knowledge management: The case of Financial Institutions in Uganda. In The 1st Annual Maastricht School of Management Conference. Maastricht: [s.n.]. 2011. p. 1-28