A qualitative case study of knowledge management implementation by leaders of the Bank of Ghana

by Nashiru, Zulkarnein M., Ph.D., CAPELLA UNIVERSITY, 2015, 150 pages; 3729342


This exploratory qualitative inquiry case study aimed to understand the perception of the implementation of knowledge management (KM) by leaders within the Bank of Ghana. Specifically, the focus of the study consisted of two tasks, one of which was understanding strategies (involving knowledge creation, capture, storage, and dissemination) of KM implementation in the Ghanaian banking regulator. The second task was discovering the challenges involved in implementing KM by the Banking Regulator. The case study involved five participants, consisting of one deputy governor, two heads of department (Finance and Research Department), one MIS/IT director, and one individual from the HR department/ KM expert. These individuals took part in in-depth interviews to provide their insight, experiences, and perceptions of knowledge management implementation in the banking regulator. The findings revealed that an emphasis on organizational culture and philosophy created an atmosphere for knowledge management. The implementation of KM in the selected organization encompasses all the aspects of KM, notably creation, capture, storage, and dissemination. The capturing and storage of knowledge is relatively seamless, with strong data security measures, at least for explicit knowledge. The Regulator’s perception of its KM implementation was that it was positive but not without challenges. Challenges included keeping pace with the changing environment, resistance to change management, lack of encouragement through limited or no use of some research reports, and staff quality. Other challenges involved utilization of knowledge by the public, inadvertent transfer of tacit knowledge, bureaucracy, and failure to pursue all knowledge update programs.

AdvisersSingh K. Raj; Laura Hutt
Source TypeDissertation
Publication Number3729342

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