An Analysis of Knowledge Sharing and Organizational Learning in Lafarge Africa Plc, Taraba State
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Background of the Study
In the contemporary business environment, knowledge sharing and organizational learning are crucial for sustaining competitive advantage, fostering innovation, and improving performance. Lafarge Africa Plc, a leading building materials company, operates in a highly competitive industry where continuous improvement, innovation, and employee development are essential for success. The company’s efforts to promote knowledge sharing and organizational learning are central to its strategy of enhancing operational efficiency, productivity, and responsiveness to market demands (Okoro & Adebayo, 2023).
Lafarge Africa has integrated various strategies, such as collaborative platforms, knowledge management systems, and cross-functional training, to foster an organizational culture that encourages the sharing of ideas, expertise, and best practices. Despite the importance of knowledge sharing in improving organizational performance, there is limited research on how Lafarge Africa implements these practices in Taraba State, and how they influence employee performance and organizational learning. This study aims to analyze the extent to which knowledge sharing practices are implemented at Lafarge Africa in Taraba State and explore the impact of these practices on organizational learning and overall performance.
Statement of the Problem
While Lafarge Africa has adopted various strategies to promote knowledge sharing and organizational learning, the effectiveness of these strategies in improving organizational performance in Taraba State remains underexplored. There is a need for empirical research to understand how knowledge sharing influences organizational learning and whether these practices lead to improved decision-making, innovation, and overall performance within the company. This study will address the gap by examining knowledge sharing and organizational learning practices at Lafarge Africa Plc in Taraba State.
Objectives of the Study
1. To examine the knowledge sharing practices implemented by Lafarge Africa Plc in Taraba State.
2. To assess the impact of knowledge sharing on organizational learning and performance at Lafarge Africa Plc.
3. To identify the challenges and opportunities in fostering a culture of knowledge sharing at Lafarge Africa Plc.
Research Questions
1. What knowledge sharing practices are implemented by Lafarge Africa Plc in Taraba State?
2. How does knowledge sharing impact organizational learning and performance at Lafarge Africa Plc?
3. What challenges and opportunities exist in promoting knowledge sharing within Lafarge Africa Plc?
Research Hypotheses
Ho1: Knowledge sharing practices do not significantly impact organizational learning and performance at Lafarge Africa Plc.
Ho2: The challenges and opportunities in knowledge sharing do not significantly affect organizational learning at Lafarge Africa Plc.
Ho3: Knowledge sharing has no significant effect on innovation and decision-making within Lafarge Africa Plc in Taraba State.
Scope and Limitations of the Study
This study focuses on knowledge sharing and organizational learning at Lafarge Africa Plc in Taraba State, and the findings may not be applicable to other regions or companies. The research is limited to analyzing internal practices within the company and does not consider external factors such as industry trends or market conditions.
Definitions of Terms
• Knowledge Sharing: The process through which employees exchange knowledge, expertise, and information within an organization to foster learning and innovation.
• Organizational Learning: The process by which an organization acquires, develops, and applies new knowledge to improve its performance and adapt to changes in the external environment.
• Innovation: The introduction of new ideas, products, services, or processes within an organization to improve its competitive position.
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