Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana

Daniel Ofori; Abraham Osei; Shadrach Ato – Mensah; Ernest Kwame Affum

doi:doi:10.11648/j.sjbm.20150305.14

| Peer-Reviewed |

Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana

Daniel Ofori, Abraham Osei, Shadrach Ato – Mensah, Ernest Kwame Affum

Received: 20 July 2015 Accepted: 30 July 2015 Published: 10 August 2015

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Ghana over the past three decades has witnessed the revolution of economic growth through innovations in the telecommunications sector. This study aims at identifying and examining the influence of the individual and organizational knowledge sharing enablers on knowledge sharing behaviour that leads to the development of firm innovation capability. A questionnaire was developed and administered randomly to a sample of four-hundred employees in the managerial and developmental levels of six mobile telecommunications companies. Three hundred and fifty-one were accepted for analysis. In analysing the data, a simple descriptive statistic was adopted. The results of the analysis affirmed the existence of a positive effect of the individual factor “teamwork in helping others” and the organizational innovation factor “top management support” on the employee knowledge sharing behaviour. Employee willingness to donate and collect knowledge is significantly related to firm innovation capability and has influence on it. However, there is no influence of the individual factor “knowledge self-efficacy” and the organizational factor “organizational rewards” on the employee knowledge sharing behaviour. The researchers therefore concluded that employees in the Ghanaian telecommunications sector are influenced by their managers’ support, help and encouragement to share knowledge more than the organizational rewards system. Hence, they do not expect to receive more rewards to increase their knowledge sharing attitude. The paper provides recommendations to help facilitate knowledge sharing and thereby increase the innovation capabilities of these firms.

DOI	10.11648/j.sjbm.20150305.14
Published in	Science Journal of Business and Management (Volume 3, Issue 5, October 2015)
Page(s)	157-163
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Innovation, Knowledge Sharing, Telecommunications, Ghana

References

[1]	Sutherland, "Knowledge sharing and firm innovation capability: an empirical study", International Journal of Manpower, Vol. 28 Iss: 3/4, pp.315 – 332, 2007.
[2]	Miron, et al “Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other?".Journal of Organizational Behaviour, 25, 175-199, 2004.
[3]	J. Darroch, and R. Mcnaughton, “Examining the Link between Knowledge Management Practices and Types of Innovation”, Journal of Intellectual Capital, Vol. 3 No. 3, pp. 210-22, 2002.
[4]	Prusak. Working Knowledge, Cambridge: Harvard Business School Press, 1999.
[5]	D. Ford, “Trust and Knowledge Management: The Seeds of Success”, Queen’s KBE Center for Knowledge-Based Enterprises, Kingston: Queen’s University,
[6]	K. M. Nelson, and J. G. Cooprider, “The Contribution of Shared Knowledge to IS Group Performance”, MIS Quarterly, Vol. 20 No. 4, pp. 409–429, 1996.
[7]	I. Tuomi, “Data Is More Than Knowledge: Implications of the Reversed Knowledge Hierarchy For Knowledge Management and Organizational Memory”, Journal of Management Information Systems, Vol.16, pp. 103-117, 1999.
[8]	K. M. Bartol, and A. Srivastava, “Encouraging Knowledge Sharing: The Role of Organizational Reward Systems”, Journal of Leadership and Organizational Studies, Vol. 9 No. 1, pp. 64-76, 2002.
[9]	M. Sharratt, and A. Usoro, “Understanding Knowledge-Sharing In online Communities of Practice”, Electronic Journal on Knowledge Management, Vol. 1 No. 2, pp. 187-196, 2003.
[10]	B. Van Den Hooff, and J. A. De Ridder, “Knowledge Sharing In Context: The Influence of Organizational Commitment, Communication Climate and CMC Usage on Knowledge Sharing”, Journal of Knowledge Management, Vol. 8 No. 6, pp. 117-30, 2004.
[11]	Kharabsheh. The International Journal of Technological Innovation, Entrepreneurship and Technology Management, 2014.
[12]	M. Myers, and M. Cheung, “Sharing Global Supply Chain Knowledge”, MIT Sloan Management Review, Vol. 49 No. 4, pp. 67-73, 2008.
[13]	H. Hou, Y. Sung, and K. Chang, Exploring the Behavioral Patterns of an online Knowledge-Sharing Discussion Activity among Teachers with Problem-Solving Strategy, Teaching & Teacher Education, 2009.
[14]	S. Kim, and B. Ju, “An Analysis of Faculty Perceptions: Attitudes toward Knowledge Sharing and Collaboration in an Academic Institution”. Library & Information Science Research, Vol. 30, pp. 282-290, 2008.
[15]	F. Kuo, and M. Young, “Predicting Knowledge Sharing Practices through Intention: A Test of Competing Models”, Computers in Human Behavior, Vol. 24, pp. 2697-2722, 2008.
[16]	A. Lam, “Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framework”, Organizations Studies, Vol. 18 No. 6, pp. 973-996, 2000.
[17]	T. Assefa, “Enabling Knowledge Sharing to Promote Innovative Organizations in Africa”, A Paper to be Presented at Expert Group Meeting on Harnessing Knowledge to Achieve MDGs, Addis Ababa, Ethiopia, 2010.
[18]	H. G. Barnett, Innovation: The Basis of Cultural Change. New York: Mcgraw-Hill,
[19]	V. A. Thompson, “Bureaucracy and Innovation”, Administration Science Quarterly, Vol. 5 No. 1, pp. 20, 1965.
[20]	M. A. West, and J. L. Farr, Innovation and Creativity At Work: Psychological and Organizational Strategies, Chichester: Wiley, 1990.
[21]	F. Damanpour, “Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators”, Academy of Management Journal, pp. 555–590, 1991.
[22]	Porter and Stern,. ”Porter Hypothesis and the Role of Innovation”, mimeo. Journal of Economics and Management Strategy, 2001.
[23]	Cardinal, et al., Journal of Science and Technology Policy in China, Volume 1, Issue 3, 2001.
[24]	Baker, “The Role of Knowledge Sharing on Organisational Innovation”, Journal of Leadership & Organizational Studies, vol. 18, no. 3, 2011.
[25]	Calcantone, et al., An Empirical Investigation into the Influence of Knowledge Sharing Barriers on Knowledge Sharing and Individual Innovation Behaviour. The International Journal of Knowledge Management (IJKM), 2005.
[26]	Chen, et al. “Knowledge sharing in academic institutions: A study of Multimedia” University Malaysia. Electronic Journal of Knowledge Management, 7(3): 313–324, 2004.
[27]	Gloet and Terziovski Business Innovation through knowledge sharing. Journal of Knowledge Management, vol.9 (2), 2004.
[28]	Anderson, et al., “To share or not share, that is the question: Conditions for the willingness to share knowl-edge”, Delft Innovation System Papers, Research Pro-gramme Innovation Systems, Faculty of Technology, Policy and Management, Delft University of Technology, Delft, The Netherlands, 2004.
[29]	Aulawi, et al., “Knowledge sharing behaviour, antecedent and their impact on the individual innovation capability”, Journal of Applied Sciences Research 5(12): 2238–2245, 2009.
[30]	Damanpour and Gopalakrishnan, “The role of knowledge management in innovation”, Journal of knowledge management, 11(4), 2001.
[31]	R. E. Miles, and C. C. Snow, Organizational Strategy, Structure, and Process, New York: Mcgraw-Hill, 1978.
[32]	E. B. Schumpeter, “English Prices and Public Finance”, Review of Economic Statistics Vol. 20, pp. 21–37, 1938.
[33]	S. Lall, “Technological Capabilities and Industrialization”, World Development, Vol. 20 No. 2, pp165–186, 1992.
[34]	B. Lawson, and D. Samson, “Developing Innovation Capability in Organizations: A Dynamic Capabilities Approach”, International Journal of Innovation Management, Vol. 5 No. 3, pp. 377-400, 2001.
[35]	P. Ussahawanitchakit, “Innovation Capability and Export Performance: An Empirical Study of Textile Business in Thailand”, International Journal of Business Strategy, Vol. 7 No. 1, pp. 1-9, 2007.
[36]	S. L. Wei, “The Impacts of Technological Opportunity and Technology Integration Capability on Business Performance: An Empirical Study of High-Tech Industry In Taiwan”, M.S. Thesis, Taiwan: Institute of Business Administration, National Cheng Kung University, 2006.
[37]	M. A. Raava, :Manager’s Ambiversion as a Prerequisite for Innovation”, Online aavailable www.Prokons.Ee/Files/1171611795.Pdf (Accessed 2 January 2008), 2007.
[38]	A. Angehrn, T. Nabeth, L. Razmerita and C. Roda, Centre for Advanced Learning Technologies (CALT) of The European Institute of Business Administration (INSEAD), In The Presentation of The Centre For Advanced Learning Technologies (CALT) of The European Institute of Business Administration (INSEAD), Conference, Lille France. 2001, Online available from www.Calt.Insead.Edu/Publication/Conference/200 1 - IHM-HCIPresentation_of_ CALT.Pdf (accessed 12 August 2007), 2001.
[39]	A. Afuah, Innovation Management, Oxford: Oxford University Press, 2003.
[40]	C. Storey, and D. Kelly, “Innovation in Services: The Need for Knowledge Management”, Australasian Marketing Journal, Vol. 10 No. 1, pp. 59-70, 2002.
[41]	D. Bubner, An Innovative Approach to Measuring How Well Innovation is Managed, Online available www.Waveglobal.com (Accessed 21 January 2008), 2001.
[42]	I. Lin, Innovation in the Networked World, In Hamilton, B. (Ed.), Innovation and Imagination at Work. Sydney: Mcgraw-Hill, pp. 1-16, 2001. W. Tsai, “Knowledge Transfer in Intra-Organizational Networks: Effects of Network Position and Absorptive Capacity on Business Innovation and Performance”, Academy of Management Journal, Vol. 44 No. 5, pp. 996-1004, 2001.
[43]	D. Dougherty, K. Munir, and M. Subramaniam, “Managing Technology Flows in Practice: A Grounded Theory of Sustainable Innovation”, Academy of Management Proceedings, Technology & Innovation Management Division, pp. E1-E6, 2002.
[44]	M. Du Plessis, “The Role of Knowledge Management in Innovation”, Journal of Knowledge Management, Vol. 11, No. 4, pp. 20-29, 2007.
[45]	K. G. Smith, C. J. Collins, and K. D. Clark, “Existing knowledge, knowledge creation, capability, and the rate of new product introduction in high-technology firms”, Academy of Management Journal, Vol. 48 No. 2, pp. 346-57, 2005.
[46]	D. Parlby, and R. Taylor, “The Power of Knowledge: A Business Guide to Knowledge Management” Online available www.Kpmgconsulting.Com/Index.Html (12 August 2007), 2000.
[47]	C. M. Fiol, “Squeezing Harder Doesn’t Always Work: Continuing The Search For Consistency in Innovation Research”, Academy of Management Review, Vol. 21, pp. 1012–1021, 1996.
[48]	A. B. Hargadon, and R. Sutton, “Technology Brokering and Innovation in A Product Development Firm”, Administrative Science Quarterly, Vol. 42 No. 4, pp. 716-49, 1997.
[49]	D. J. Teece, “Capturing Value from Knowledge Assets: New Economy, Market For Know-How and Intangible Assets”, California Management Review, Vol. 40 No. 3, pp. 55-79, 1998.
[50]	R. M. Grant, “Toward A Knowledge Based View of The Firm”, Strategic Management Journal, Vol. 17, pp. 109-22, 1996.
[51]	G. Day, “The Capabilities of Market Driven Organizations”, Journal of Marketing, Vol. 58, pp. 37-52, 1994.
[52]	I. A. Nonaka, and H. Takeuchi, The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford: Oxford University Press, 1995.
[53]	A. Carneiro, “How Does Knowledge Management Influence Innovation and Competitiveness?” Journal of Knowledge Management, Vol. 4, pp. 87–98, 2000.
[54]	M. Subramaniam, and M. A. Youndt, “The Influence of Intellectual Capital on the Types of Innovative Capabilities”, Academy of Management Journal, Vol. 48 No. 3, pp. 450-63, 2005.
[55]	I. A. Nonaka, “Dynamic Theory of Organizational Knowledge Creation”, Organizational Science, Vol. 5 No. 1, pp. 14-37, 1994.
[56]	U. Sekaran, Research method for business: a skill building approach, 4th Edition, John Wiley & Sons, 2003.

Cite This Article

Plain Text BibTeX RIS

APA Style

Daniel Ofori, Abraham Osei, Shadrach Ato – Mensah, Ernest Kwame Affum. (2015). Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Science Journal of Business and Management, 3(5), 157-163. https://doi.org/10.11648/j.sjbm.20150305.14

Copy | Download

ACS Style

Daniel Ofori; Abraham Osei; Shadrach Ato – Mensah; Ernest Kwame Affum. Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Sci. J. Bus. Manag. 2015, 3(5), 157-163. doi: 10.11648/j.sjbm.20150305.14

Copy | Download

AMA Style

Daniel Ofori, Abraham Osei, Shadrach Ato – Mensah, Ernest Kwame Affum. Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Sci J Bus Manag. 2015;3(5):157-163. doi: 10.11648/j.sjbm.20150305.14

Copy | Download

@article{10.11648/j.sjbm.20150305.14,
  author = {Daniel Ofori and Abraham Osei and Shadrach Ato – Mensah and Ernest Kwame Affum},
  title = {Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana},
  journal = {Science Journal of Business and Management},
  volume = {3},
  number = {5},
  pages = {157-163},
  doi = {10.11648/j.sjbm.20150305.14},
  url = {https://doi.org/10.11648/j.sjbm.20150305.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20150305.14},
  abstract = {Ghana over the past three decades has witnessed the revolution of economic growth through innovations in the telecommunications sector. This study aims at identifying and examining the influence of the individual and organizational knowledge sharing enablers on knowledge sharing behaviour that leads to the development of firm innovation capability. A questionnaire was developed and administered randomly to a sample of four-hundred employees in the managerial and developmental levels of six mobile telecommunications companies. Three hundred and fifty-one were accepted for analysis. In analysing the data, a simple descriptive statistic was adopted. The results of the analysis affirmed the existence of a positive effect of the individual factor “teamwork in helping others” and the organizational innovation factor “top management support” on the employee knowledge sharing behaviour. Employee willingness to donate and collect knowledge is significantly related to firm innovation capability and has influence on it. However, there is no influence of the individual factor “knowledge self-efficacy” and the organizational factor “organizational rewards” on the employee knowledge sharing behaviour. The researchers therefore concluded that employees in the Ghanaian telecommunications sector are influenced by their managers’ support, help and encouragement to share knowledge more than the organizational rewards system. Hence, they do not expect to receive more rewards to increase their knowledge sharing attitude. The paper provides recommendations to help facilitate knowledge sharing and thereby increase the innovation capabilities of these firms.},
 year = {2015}
}

Copy | Download

TY  - JOUR
T1  - Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana
AU  - Daniel Ofori
AU  - Abraham Osei
AU  - Shadrach Ato – Mensah
AU  - Ernest Kwame Affum
Y1  - 2015/08/10
PY  - 2015
N1  - https://doi.org/10.11648/j.sjbm.20150305.14
DO  - 10.11648/j.sjbm.20150305.14
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 157
EP  - 163
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20150305.14
AB  - Ghana over the past three decades has witnessed the revolution of economic growth through innovations in the telecommunications sector. This study aims at identifying and examining the influence of the individual and organizational knowledge sharing enablers on knowledge sharing behaviour that leads to the development of firm innovation capability. A questionnaire was developed and administered randomly to a sample of four-hundred employees in the managerial and developmental levels of six mobile telecommunications companies. Three hundred and fifty-one were accepted for analysis. In analysing the data, a simple descriptive statistic was adopted. The results of the analysis affirmed the existence of a positive effect of the individual factor “teamwork in helping others” and the organizational innovation factor “top management support” on the employee knowledge sharing behaviour. Employee willingness to donate and collect knowledge is significantly related to firm innovation capability and has influence on it. However, there is no influence of the individual factor “knowledge self-efficacy” and the organizational factor “organizational rewards” on the employee knowledge sharing behaviour. The researchers therefore concluded that employees in the Ghanaian telecommunications sector are influenced by their managers’ support, help and encouragement to share knowledge more than the organizational rewards system. Hence, they do not expect to receive more rewards to increase their knowledge sharing attitude. The paper provides recommendations to help facilitate knowledge sharing and thereby increase the innovation capabilities of these firms.
VL  - 3
IS  - 5
ER  -

Copy | Download

Author Information

Daniel Ofori

School of Economics, Wuhan University of Technology, Wuhan, P. R. China
Abraham Osei

School of Management & Economics, University of Electronic Science & Technology of China, Chengdu, P. R. China
Shadrach Ato – Mensah

School of Economics, Wuhan University of Technology, Wuhan, P. R. China
Ernest Kwame Affum

School of Business Administration, Zhongnan University of Economics and Law, Wuhan, P. R. China

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Daniel Ofori, Abraham Osei, Shadrach Ato – Mensah, Ernest Kwame Affum. (2015). Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Science Journal of Business and Management, 3(5), 157-163. https://doi.org/10.11648/j.sjbm.20150305.14

Copy | Download

ACS Style

Daniel Ofori; Abraham Osei; Shadrach Ato – Mensah; Ernest Kwame Affum. Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Sci. J. Bus. Manag. 2015, 3(5), 157-163. doi: 10.11648/j.sjbm.20150305.14

Copy | Download

AMA Style

Daniel Ofori, Abraham Osei, Shadrach Ato – Mensah, Ernest Kwame Affum. Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana. Sci J Bus Manag. 2015;3(5):157-163. doi: 10.11648/j.sjbm.20150305.14

Copy | Download

@article{10.11648/j.sjbm.20150305.14,
  author = {Daniel Ofori and Abraham Osei and Shadrach Ato – Mensah and Ernest Kwame Affum},
  title = {Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana},
  journal = {Science Journal of Business and Management},
  volume = {3},
  number = {5},
  pages = {157-163},
  doi = {10.11648/j.sjbm.20150305.14},
  url = {https://doi.org/10.11648/j.sjbm.20150305.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20150305.14},
  abstract = {Ghana over the past three decades has witnessed the revolution of economic growth through innovations in the telecommunications sector. This study aims at identifying and examining the influence of the individual and organizational knowledge sharing enablers on knowledge sharing behaviour that leads to the development of firm innovation capability. A questionnaire was developed and administered randomly to a sample of four-hundred employees in the managerial and developmental levels of six mobile telecommunications companies. Three hundred and fifty-one were accepted for analysis. In analysing the data, a simple descriptive statistic was adopted. The results of the analysis affirmed the existence of a positive effect of the individual factor “teamwork in helping others” and the organizational innovation factor “top management support” on the employee knowledge sharing behaviour. Employee willingness to donate and collect knowledge is significantly related to firm innovation capability and has influence on it. However, there is no influence of the individual factor “knowledge self-efficacy” and the organizational factor “organizational rewards” on the employee knowledge sharing behaviour. The researchers therefore concluded that employees in the Ghanaian telecommunications sector are influenced by their managers’ support, help and encouragement to share knowledge more than the organizational rewards system. Hence, they do not expect to receive more rewards to increase their knowledge sharing attitude. The paper provides recommendations to help facilitate knowledge sharing and thereby increase the innovation capabilities of these firms.},
 year = {2015}
}

Copy | Download

TY  - JOUR
T1  - Innovation and Knowledge Sharing: A New Competitive Advantage in the Mobile Telecommunication Industry in Ghana
AU  - Daniel Ofori
AU  - Abraham Osei
AU  - Shadrach Ato – Mensah
AU  - Ernest Kwame Affum
Y1  - 2015/08/10
PY  - 2015
N1  - https://doi.org/10.11648/j.sjbm.20150305.14
DO  - 10.11648/j.sjbm.20150305.14
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 157
EP  - 163
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20150305.14
AB  - Ghana over the past three decades has witnessed the revolution of economic growth through innovations in the telecommunications sector. This study aims at identifying and examining the influence of the individual and organizational knowledge sharing enablers on knowledge sharing behaviour that leads to the development of firm innovation capability. A questionnaire was developed and administered randomly to a sample of four-hundred employees in the managerial and developmental levels of six mobile telecommunications companies. Three hundred and fifty-one were accepted for analysis. In analysing the data, a simple descriptive statistic was adopted. The results of the analysis affirmed the existence of a positive effect of the individual factor “teamwork in helping others” and the organizational innovation factor “top management support” on the employee knowledge sharing behaviour. Employee willingness to donate and collect knowledge is significantly related to firm innovation capability and has influence on it. However, there is no influence of the individual factor “knowledge self-efficacy” and the organizational factor “organizational rewards” on the employee knowledge sharing behaviour. The researchers therefore concluded that employees in the Ghanaian telecommunications sector are influenced by their managers’ support, help and encouragement to share knowledge more than the organizational rewards system. Hence, they do not expect to receive more rewards to increase their knowledge sharing attitude. The paper provides recommendations to help facilitate knowledge sharing and thereby increase the innovation capabilities of these firms.
VL  - 3
IS  - 5
ER  -

Copy | Download