– Shared Knowledge and Performance of Manufacturing Firms In Nigeria –
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This thesis examined the effect of shared knowledge on the performance of firms in Nigeria. The objectives of the study are:
(1) To determine the effect of shared knowledge on the performance of firms (2) To find out whether the contribution of shared knowledge to the performance of firms compares with national and international standards.
To determine the effects of knowledge learning capacity of workers on a sustainable competitive performance of the firms. (5) To ascertain the extent to which tacit knowledge helps to improve the performance of the firms.
(5) To identify the principal mode of explicit knowledge that contributes to a sustained performance of the firms.
To investigate the extent to which knowledge based capacity is considered the most strategic resource for improving the profitability of the firms. The research design chosen in the study is a combination of a survey and oral interview.
A representative sample of 504 respondents where chosen using the table of random numbers from a population of 735 respondents from Nigerian Breweries Plc., Guinness Nig. Plc. and Bendel Breweries Plc.
1.1 Background of the Study
Shared knowledge and performance have been relevant in four epochs namely the era of early influences, the era of the industrial revolution, the era of scientific management movement and the modern era. Many records and ideas relating to management date from antiquity.
Among these are the records of the Egyptians, the early Greeks, and the ancient Romans. In addition, there have been the experience and administrative practices of the Catholic Church, military organizations, and the cameralists of the sixteenth to the eighteenth centuries.
Interpretation of early Egyptian papyri, extending as far back as 1300 B.C., indicate the recognition of the importance of organization (Koontz, O’donnel and Weirich, 2000:34).
The Industrial Revolution in Europe was the transitory phase from the manufacturing or putting-out system to the factory system.
The present thesis will attempt to show that management was relevant during the three epochs of the Industrial Revolution in Europe, United States of America and Japan and so it was more of a Management Revolution than an Industrial Revolution (Berliner, 2003:5).
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