AN IN-DEPTH EXAMINATION OF KNOWLEDGE MANAGEMENT PROCESSES AND SUSTAINABLE COMPETITIVE ADVANTAGE OF BUSINESS ORGANIZATIONS IN CAMEROON.

CHAPTER ONE

INTRODUCTION

Background Of The Study

Knowledge has been recognized as a strategic asset; therefore, it must be effectively managed in order to enhance the organization's competitive performance. Hence, it can be hypothesized that in order for organizations to achieve success, they should systematically leverage their knowledge resources (Bolisani & Bratianu, 2019). In order to ensure the attainment of their objectives, private organizations in Cameroon are developing their strategic resources in an effort to endure and expand in the market. Nevertheless, organizations are progressively confronted with a multitude of novel obstacles, encompassing both monetary and non-monetary difficulties, domestic and global rivalry, and the demands of a labor market that is dynamic and multifaceted (Almassoudi, 2019). In the contemporary global landscape, business entities are subject to significant transformations across political, social, and economic spheres. A fierce intra-individual competition has commenced. (Taka, 2020). Business enterprises are confronted with intricate obstacles in their pursuit of goals and the establishment of enduring competitive advantages. Furthermore, the issue becomes complex due to the rapid pace of changes in both the internal and external environments, and business organizations operate with fewer resources than their public counterparts (Arouet, 2019). 

Achieving stated objectives and augmenting the economic value of organizations will be a complex, demanding, and knowledge-intensive endeavor in the global economy of the twenty-first century (Halawi, Aronson, & McCarthy, 2018). Resource-Based View (RBV) has gained significant acceptance as a prominent strategic management theory. It emphasizes the indispensability and criticality of resources and capabilities in attaining sustainable competitive advantages, which in turn lead to improved levels of firm performance (Battisti & Deakins, 2021). Therefore, it is probable that business organizations will obtain their strategic capabilities and resources from such sources (El Shafeey & Trott, 2018). 

Knowledge management (KM) has the potential to provide a competitive advantage. This type of management considers the organization's current knowledge, its utilization of that knowledge, and its capacity to acquire new information rapidly (Prusak, 2022). Stewart (2019) demonstrated that KM is the most valuable and potent resource of a modern-day organization (Stewart, 2021). There is a contention that organizations can potentially maintain a competitive advantage through proficient management of knowledge capital (Hiebeler, 2019). The ability of KM to enhance competitiveness has been substantiated by numerous empirical studies (Holsapple & Singh, 2021). Porter and Millar (2020) assert that information serves as the primary source of competitive advantage. This statement aligns with the concept that effective knowledge management (KM) can provide a competitive advantage to an organization (Porter & Millar, 2021). Although, KM encompasses more than just information. Knowledge-based organizations must rely on KM as their primary source of competitiveness in order to survive in the emerging knowledge economy; therefore, the dynamic capabilities of KMP, which comprise the fabric of these organizations, are the most important factors in determining competitiveness (Holsapple & Singh, 2021). Practitioners and academics alike acknowledge the indisputable significance of KM within an organization. Two specific works—"Know How Company" by Sveiby and Lloyd (2020) and "The Knowledge-Creating Company" by Nonaka and Takeuchi (2019)—have significantly contributed to the advancement of the KM literature. The notion of "Working Knowledge" was initially proposed by Davenport and Prusak in their 2019 article. This provided insightful guidance on implementing the KM system and illustrated a multitude of successful KM case studies. From a practical standpoint, organizations are recognising the critical importance of KM in order to maintain competitiveness and expand. As a result, numerous organizations across the globe are beginning to manage their knowledge and innovation in a dynamic fashion. Numerous academicians have noted that organizations make extensive use of knowledge management (KM) in their strategies. Nevertheless, the inquiry persists as to why knowledge management (KM) is not more extensively employed as a strategic instrument and why organizations do not exhibit a greater abundance of effective KM initiatives (Bolisani & Bratianu, 2017). A systematic approach to managing fixed organizational knowledge via KM consists of the following tasks: generating, configuring, arranging, accessing, disseminating, and evaluating the enterprise's knowledge assets (Hong, Kim, Kim, & Leem, 2018). In the early adopting phase, businesses attempted to implement KM activities, according to Dyer and Nobeoka (2020). These activities encompassed the documentation and tracking of every business process in order to obtain both explicit and tacit knowledge via intellectual discourse. Organizations were increasingly implementing KM infrastructures, such as KM support processes and specialized units for KM activity administration (Dyer and Nobeoka, 2020). 

1.2 Statement of the Problem

The goal of Knowledge Management is to strategically and methodically manage knowledge, starting with its initial discovery and ending with the generation of novel knowledge. With regard to the notion of knowledge creation, an increasing number of institutions and organizations are preoccupied with the provision and application of efficient instruments for knowledge creation. Consequently, organizations that place a premium on knowledge invest more in instruments for generating knowledge (Kaba & Ramaiah, 2019). Organizations are able to connect their employees, facilitate knowledge retention, learning, and exchange through the use of these technologies (Kaba & Ramaiah, 2019). This suggests that the utilization of instruments for knowledge creation is fundamental to the study of knowledge creation, which is crucial for the advancement of KM within an organization (Kaba & Ramaiah, 2019). The application of this understanding enables an organization to leverage its intellectual resources in order to enhance productivity, bolster competitiveness, and generate novel value (Choi, 2020). 

The issue at hand has been examined, which can be classified into two categories: theoretical and practical. The theoretical issue is that none of the previous related theories have paid sufficient attention to the conversion of resources or skills into actual capability, competency, or core competency at the tactical level from a strategic standpoint. The reason sustainable competitiveness cannot emerge in the absence of such a transformation is as follows: (Grant, 2018; Hafeez, Zhang, & Malak, 2022; Lei, Hitt, & Bettis, 2019; Oliver, 2021; Petrick, Scherer, Brodzinski, Quinn, & Ainin, 2018). The practical challenges that business organizations in Cameroon face with regard to the characteristics of sustainable competitive advantage remain ambiguous. One of the obstacles encountered by business organizations in Cameroon is the identification of the "appropriate" framework that enables the attainment of competitive advantage and long-term viability (Almassoudi, 2019). 

Numerous business organizations in Cameroon began to exploit organizational resources to satisfy their strategic requirements and establish a sustainable competitive advantage in response to this issue. In modern times, businesses have come to understand that the sole means of sustaining a competitive advantage is knowledge, its efficient application, and the rapid procurement and application of new knowledge (Schiuma, Carlucci, & Lerro, 2022).

 Therefore, this study aim to examine knowledge management processes and sustainable competitive advantage of business organizations in Cameroon.

1.3 Objectives of the Study

The primary objective of this study is to examine knowledge management processes and sustainable competitive advantage of business organizations in Cameroon. Specific objectives of this study are to:

Ascertain the extent business organizations in Cameroon adopt knowledge management initiatives.

Ascertain whether there is a significant relationship between knowledge management processes and sustainable competitive advantage of business organizations in Cameroon.

Assess how knowledge management processes contribute to sustainable competitive advantage.

1.4 Research Questions

The following research questions will be answered in this study:

What is the extent business organizations in Cameroon adopt knowledge management initiatives?

Is there is a significant relationship between knowledge management processes and sustainable competitive advantage of business organizations in Cameroon?

How does knowledge management processes contribute to sustainable competitive advantage?

1.5 Research Hypothesis

Ho: There is no significant relationship between knowledge management processes and sustainable competitive advantage.

Ha: There is a significant relationship between knowledge management processes and sustainable competitive advantage.

1.6 Significance of the Study

This research will hold substantial importance for policymakers, business organizations, and academics. 

The implications of this study's findings for business organizations include the facilitation of innovation, enhancement of decision-making processes, and encouragement of employee collaboration. Managers can monitor key performance indicators, pinpoint areas for development, and assess how strategic initiatives affect organizational performance with the help of knowledge management. This facilitates ongoing education and the improvement of business strategies. 

It will provide guidance to policymakers in the development of regulatory frameworks that encourage organizations to implement efficient knowledge management practices. This, in turn, will ensure that organizations remain compliant with regulations pertaining to data protection, intellectual property, and information sharing. 

In conclusion, this study will function as a valuable resource for academicians who intend to investigate the relationship between knowledge management processes and sustainable competitive advantage.

1.7 Scope Of The Study

The scope of this study focuses on an in-depth examination of knowledge management processes and sustainable competitive advantage of business organizations in Cameroon. Hence, the study will be delimited to Trucknet Enterprise Ltd Cameroon.

1.8 Limitations Of The Study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. However, the researcher were able to manage these just to ensure the success of this study.

Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.

1.9 Definition Of Terms 

Knowledge Management (KM): is a systematic approach to identifying, capturing, organizing, storing, retrieving, and sharing knowledge assets within an organization to facilitate effective decision-making, innovation, learning, and performance improvement. It involves processes, strategies, and technologies aimed at managing both explicit knowledge (codified and documented information) and tacit knowledge (personal insights, experiences, and expertise) to create value and competitive advantage.

Sustainable Competitive Advantage: refers to the unique attributes, capabilities, or resources possessed by a business organization that enable it to outperform competitors over the long term and maintain a superior market position. Unlike temporary advantages, sustainable competitive advantages are enduring and difficult for competitors to replicate or neutralize, providing the organization with a lasting edge in the marketplace.

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