What is it about?
The ability of existing research to guide managerial decision making along a broad range of strategic orientations with which knowledge must be acquired, created, and utilised to improve organisational performance still remains an unfilled gap in the literature. Consequently, by adopting a wide range of organisational orientations that inherent knowledge‐based resources in the organisation can be applied, this paper examined the moderating effect of organisational orientation on the relationship between organisational knowledge and performance of telecommunication firms. Data were gathered using quantitative research approach. This involved the use of structured questionnaire from 230 managers and other administrative and technical employees of firms in the Global System for Mobile Communication submarket of Nigeria's telecommunications industry. The statistical analysis was subject to hierarchical multiple regression.
Photo by Alex Carmichael on Unsplash
Why is it important?
The findings from this study highlight the importance of organisational knowledge in designing and implementing firms' strategy. This study call managers' attention to the fact that organisational strategy can be impeded or facilitated depending on how employees engage their knowledge either as individuals or during group assignments.
Read the Original
This page is a summary of: Knowledge and performance in an emerging telecommunication industry: The moderating role of organisational orientation, Managerial and Decision Economics, August 2019, Wiley, DOI: 10.1002/mde.3083.
You can read the full text:
The following have contributed to this page