Advantages And Disadvantages Of A Research Proposal To Manage Management Practices In Kenya

Hislop, D. (2013). Knowledge management in organizations: A critical introduction (3rd ed.). Oxford, UK: Oxford University Press.

Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual

With the benefit of hindsight, it is apparent that in the knowledge era, creating and leveraging knowledge is the business of business. By all available measures, the stock market is already providing handsome rewards to companies that successfully leverage their knowledge--a phenomenon that will almost surely grow in significance as knowledge-based organizations increase in size and number. A number of firms are anticipating this and looking to knowledge management to enhance, measure, and manage the knowledge of their employees and organizations more effectively.

There are various schools of strategy that have been vigorously debated on and after a consolidated effort; three schools of strategy were produced. They are the planning school, the positional school, and the resource based school of strategy (Ritson, 2013). All these strategies will be described with examples to buttress each.

Reference: Thompson, Peteraf, Gamble, and Strickland. P. (2010). Crafting and Executing Strategy: The Quest For Competitive Advantage Concepts and Cases (18th ed.). Page, C-114.

Knowledge management is defined by Sallis and Jones (2002), as “a systemic method for managing individual, group and organisational knowledge using the appropriate means and technology”. In short, it involves various fields of expertise in achieving organisational objectives by making the best use of knowledge at the same time.

Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)

An Honours Degree Project Submitted to the School of Business in Partial Fulfillment of the Graduation Requirement for the Degree of Bachelor of Business Administration (Honours)

Call, D. (2005). Knowledge management - not rocket science. Journal of Knowledge Management. (April) p.19-30. [Online]. Available from: http://www.emeraldinsight.com.ezproxy.staffs.ac.uk/doi/abs/10.1108/13673270510590191 [Accessed: 20 November 2016].

Knowledge can be viewed and approached in different ways. Personal, social, artefact, framework are some of the approaches of knowledge management. In today’s world the ability to manage knowledge is very crucial, more so in organisations where proper knowledge management can lead to growth and profits (King, 2009).

Barney, J. (1991), Firm resources and sustained competitive advantage. Journal of Management, 17(1) : pp. 99 - 120

There are countless sources of competitive advantage available to help companies of all types and sizes grow their business and improve their profitability, provided that business leaders know where to look. Aristotle Onassis believed that the secret to business success was simply "knowing something that nobody else knows," while organizational behavior theorists believe that the secret to success requires acquiring and sustaining a

1) Barney, J., (1991). Firm Resources and Sustained Competitive Advantage, Journal of Management, vol. 17 (1991), no. 1, pp. 99–120.

No. 2 2015 Editorial Board Editor: Dr. (Mrs.) Edwinah Amah Co-Editor: Dr. Ukoha Ojiabo Associate Editors Prof. A. Ahiauzu Prof. Don Baridam Prof. Seth Accra Jaja Asso. Prof. Godwin I. Umoh Prof. Okey Onuchuku Prof. B.E. Okoli Prof. (Mrs.) Bene Willie Abbey Prof. (Mrs.)

BEING A PROJECT WORK SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT, SCHOOL OF MANAGEMENT STUDIES, KOGI STATE POLYTECHNIC LOKOJA.