First Order Analysis of Organisational Knowledge, Organisational Orientation and Performance

The focus of this paper was to examine the first order moderating effect of organisational orientation on the relationship between organisational knowledge and performance of telecommunication firms. Data was gathered from 230 managers and other administrative and technical employees of the four maj...

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Bibliographic Details
Published inJournal of Applied Economic Sciences (JAES) Vol. XIII; no. 58; pp. 989 - 1000
Main Authors Ibidunni, Stephen Ayodotun, CHINONYE, Love Moses, Adegbuyi, Omotayo Adeniyi, OLOKUNDUN, Maxwell Ayodele
Format Journal Article
LanguageEnglish
Published Reprograph 2018
Subjects
Business Economy / Management
Economy
tacit knowledge
explicit knowledge
organisational knowledge
strategic orientation
firm performance
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Summary:The focus of this paper was to examine the first order moderating effect of organisational orientation on the relationship between organisational knowledge and performance of telecommunication firms. Data was gathered from 230 managers and other administrative and technical employees of the four major telecommunication firm in Nigeria, through the use of structured questionnaire. The hierarchical multiple regression was used to show this moderating effect. According to the results of this research, strong emphasis and attention should be placed on an organisation-wide culture of learning orientation, such as shared vision and open mindedness; entrepreneurial orientation, such as proactiveness, competitive aggressiveness and autonomy as influencers of organizational effectiveness; and market orientation, such as customer and competitors’ orientation. The influence of these orientations on organizational knowledge and performance demands that managers instil behaviour in organisational members towards reflecting these orientations in their dealing with customers and across organisational functions.
ISSN:1843-6110
2393-5162