Information and Communication Technology as an Imperative for ...

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1

Information and Communication Technology as an Imperative for Knowledge Management: A Case of Selected Universities In South Eastern Part of Nigeria Dr. Okafor Godson, Department of Mass Communication, Nnamdi Azikiwe University, Awka, Anambra State Nigeria. E-mail: [email protected] Dr. Onyeizugbe Chinedu Uzochukwu, Department of Business Administration, Nnamdi Azikiwe University, Akwa, Anambra State, Nigeria. E-mail: [email protected] Dr. Orogbu Lilian Obiageli, Department Of Business Administration, Nnamdi Azikiwe University, Awka, Anambra State, Nigeria. E-mail: [email protected]

_____________________________________________________________________ Abstract The past two decades have seen growing interest in Knowledge Management and the use of Information and Communication Technology. However, it is not clear the nature of relationship that exists between ICT- Based KM and research outputs of University lecturers in Nigeria. This study provides a better understanding of that relationship. The study is anchored on Knowledge Gap Theory of Tichenor, Donohue and Olien (1970). Research question and hypothesis are formulated in line with the specific objective. The research adopts survey design. The study worked with sample size of three hundred and sixty eight (368) from the population of Four Thousand and five hundred and thirty five. Multiple regression analysis was used to analyze the data at 0.05 level of significance. The finding shows that ICT – based KM significantly affects research outputs of lecturers. Based on the finding, the study recommends that Nigerian Universities should create strategic alliance with other International Universities, share best practices in research methodology, leadership commitment to ICT and continuous upgrading of ICT.

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1. Introduction Understanding and measuring the effectiveness of knowledge management (KM) and Information and Communication Technology (ICT) are crucial in setting of Research and Development (RandD) Organizations. In the 21st Century, innovation and technological process play an important role in both national and global economic development. The presence of well-developed technological infrastructure as well as institutions to protect intellectual property rights provides the foundation for the pursuit of scientific research (Koh, 2006). Processing information swiftly, identifying the critical mass, and investing in intellectual properties have become crucial factors of economic development (Mongolia, 2007). The World Bank (2001) avers that knowledge management has become a fundamental source of wealth creation, supplementing industrial capital and land. Organizations are facing a competitive environment characterized by the globalization of markets, increasingly complex business problems, and the acceleration of change phenomena. Consequently, the traditional sources of competitive advantage such as protected markets, and physical and financial assets, have lost importance compared to knowledge assets (Foray and Lundvall, 1996; Grant,1996; Johnson and Rolf, 1998). Knowledge management has emerged as a discrete area in the study of organizations and is frequently cited as an antecedent of organizational performance. Thus, it is essential to know how to generate knowledge, how to disseminate it in the organization and what factors facilitate these processes (Stewart, 1997; Davenprot and Prusak, 1998). In recent years, several researchers have associated knowledge management with the development of ICT (Ruggles, 1997; Scott, 2000; King, 2005). The new technologies are characterized by their capacity to influence the traditional ways of understanding certain organizational phenonema and behaviours and affect how organizations tackle the challenges thrown up by the knowledge society (Duffy, 2001). Researchers have gone from studying the effects of ICT on economic-financial variables to studying its complementarity with intangible resources such as knowledge (Martin, 2004). Universities are among the institutions responsible for developing the technological structure as well as macro-economic policies to support the growth of knowledge management. The universities as knowledge based institutions are expected to manage knowledge for sustainable research outputs, growth and innovation in Nigeria. It is generally believed that the quality of students being produced yearly is on the decline. Different reasons have been given for this sordid performance in the educational sector such as quality of teachers (Ohiorenoya and Eboreime, 2011). 209 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 Most universities in Nigeria are not investing much on RandD (Akpochafo, 2009) and investment in research by government is irregular (Igwe, 1990 and Donwa, 2006). The research fund is irregular and inadequate and to make it worse, it is difficult to access (Olayiwola, 2010). Some universities may not have embraced knowledge sharing and integrated it into their corporate culture since ICT which is a major tool of knowledge sharing is not adequately funded (Krubu and Osawaru, 2011). Coaching and mentoring programmes, improving document and records management, facilitating skills transfer from retiring staff, and capturing staff knowledge in a documented form may not be sufficiently done. Implementing new learning approaches including e-learning and enhancing the corporate staff directory are also absent in some universities. Others may not have well designed knowledge information systems in place. Many universities in Nigeria may not have the resources to acquire advanced information technologies, such as the internets, intranets, extranets, browsers, data warehouse, data mining techniques and software agents. Since government funding is inadequate (Donwa, 2006, Krubu and Osawaru, 2011), networking and access to online resources also pose problem. Most university libraries are not well equipped for storing knowledge. They do not have recent and up to date books and journals and e-libraries are not developed. The application of ICT resources in the Nigerian University Libraries is seriously affected by inadequate funding as well as epileptic power supply (Krubu and Osawaru, 2011). Hence knowledge storing and research outputs of lecturers are hindered. Thus, the objective of this paper is to develop a better understanding of how ICT competency affects knowledge management. The study seeks specifically to ascertain the extent of relationship between ICT-based knowledge management and research outputs of lecturers in Nigerian Universities. a. Research Question 1. What is the level of relationship between ICT- based knowledge management and research outputs of lecturers in Nigerian Universities? b. Hypothesis Ho: There is no significant relationship between ICT-based knowledge management and research outputs of lecturers in Nigerian Universities.

2. Review of Related Literature 2.1 Conceptual Review Davenport, Long and Beers (1998) define knowledge management as a process of collection, distribution and efficient use of the knowledge resource. O’Dell and Grayson (1998) see knowledge management as a strategy to be developed in a firm to ensure that 210 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 knowledge reaches the right people at the right time and those people share and use the information to improve the organization’s functioning. For Bhalt (2001), knowledge management is a process of knowledge creation, validation, presentation, distribution and application. Bounfour (2003) defines knowledge management as a set of procedures, infrastructures and technical and managerial tools, designed to create, share and leverage information and knowledge within and around organizations. Nonaka (1994) and Huber (1991) define knowledge as a justified personal belief that increases an individual’s capacity to take effective action. Following the implications of the process-oriented perspective, knowledge is seen as a dynamic factor by social interaction between individuals and organizations. Knowledge is active because it is action oriented and subjective because knowledge is information in a certain context. Therefore, a key to understanding the success and failure of knowledge management within organizations is the identification and assessment of preconditions that are necessary for the efforts to flourish. These preconditions are described broadly as capabilities or resources within the organizational behaviour literature (Nonaka, 1991; Gold, Malhotra and Segars, 2001). Although, the above definitions vary in their description of knowledge management, there seems to be a consensus to treat knowledge management as a set of processes allowing the use of knowledge as a key factor to add and generate value (Bueno and Ordonez, 2004). In the conceptual framework of this work, knowledge management is composed of three main processes, which are namely; knowledge generation, knowledge transfer and knowledge codification and storage. Knowledge generation can be defined as the process by which the organization obtains knowledge either from outside the organization or generated internally (Lee and Hong, 2002; McCann and Buckner, 2004). The objective is to obtain new and better knowledge that helps the organization improve its competitiveness (Wiig, 1997). Thus, knowledge generation is not just about generating new contents, but also about replacing, validating and updating the organization’s existing knowledge (Alavi and Leinder, 2001; Bhalt, 2001). Organizations can acquire knowledge externally from different sources, for example talking to external agents, collaborators and partners buying patents or taking on new employees (McCann and Buckner, 2004). Internally, knowledge creation can involve developing new contents or replacing existing contents (Alavi and Leidner, 2001) by investing in RandD or training and development (McCann and Buckner, 2004). Knowledge transfer refers to the process by which an organization shares knowledge among its units and members, promoting new understanding (Wiig, 1997; Alavi and Leidner, 211 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 2001). It is essential for the organization to develop an adequate design of informative interaction networks that allow individuals of diverse specialisties, cultures and geographic locations, not only to access the same information but also to come together through the network to undertake a particular project. Moreover, for the transfer of tacit knowledge which requires more interaction between the individuals, the organization must develop mechanisms that encourage dialogue and interaction (Lave and Wenger, 1991; Cook and Yanow, 1993; Fox, 2000; Gherardi and Nicoline; 2002). Knowledge codification and storage is a very important aspect in the effective management of knowledge (Levitt and March,1998; Huber, 1991; Simon, 1991; Casey, 1997; Cross and Baird, 2000). The existing knowledge must be captured, codified, presented and put in stores in a structured way, so it can be reused later (Choi, Poon and Davis, 2008). However, it is vital to remember that organizational knowledge is dispersed and scattered throughout the organization. It is found in different locations, in people’s minds, in organizational processes and in the corporate culture, embedded in different artifacts and procedures, and stored in different media such as print, disk and optical media (Bhalt, 2001). 2.2 ICT Competency ICT is indeed conceptually complex and multidimensional. Organizations can create a competitive advantage by using ICT to create a positive work environment. Sher and Lee (2004) agree that new method and applications of ICT development facilitates organizations to deliver better quality product and services. Alavi and Leidner (2001) suggest that ICT increases knowledge transfer by extending an individual’s reach beyond formal lines of communications. Getting information is no longer the problem. The difficulty lies in obtaining quality information, where quality is measured in terms of accuracy, reliability, precision

and

timeliness, and the extent to which the information is relevant in the decision making (Huber, 1990). The ICT revolution has facilitated the processes of searching for and recovering information, but at the same time has led to an important growth in the database industry. Organizations must be able to use ICT to obtain useful information for their decision making. This study defines ICT competency as how the organization uses technology to manage its information effectively. While ICT is a generic term fundamentally used to refer to programs, computers and telecommunications, the term IT competency is broader and refers to the use of these technologies to satisfy the organization’s information needs (Gunasekaran, Love, Rahimi and Miele, 2001).


International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 2.3 Theoretical Framework The study is anchored on knowledge Gap Theory propounded by Tichenor, Donohue and Olien in 1970. They explain that knowledge, like other forms of wealth is often differentially distributed throughout a social system. Specifically the theory predicts that as the infusion of mass media information into a social system increases, higher socioeconomic status segments tend to acquire this information faster than lower socioeconomic statues population segments so that the gap in knowledge between the two tends to increase rather than decrease. Tichenor, Donohue and Olien (1970) suggest five reasons why the knowledge gap should exist. The reasons are: 1. Communication Skills: Higher status people generally have more education, which improves their reading, comprehension and memory skills. 2. Stored Information: Higher status people are more likely to already know of topics in the news through previous media exposure or through formal education. 3. Relevant Social Contact: Higher status people generally have a broader sphere of activity, greater number of reference groups, more likely to discuss news topics with others. 4. Selective Exposure: Lower status people may be less interested, and therefore less likely to expose themselves to certain news topics. 5. Media Target Markets: Media outlets cater for the tastes and interests of their audience. Given the preceding information, the knowledge gap theory can be expressed using the following set of related propositions: 

People in a society exhibit great psychological diversity due to their psychological

makeup, learned experiences, social relationships and social category memberships. 

Despite these differences, people with more education tend to have better developed

cognitive and communication skills, broader social spheres with more and more diverse social contacts, and a greater amount of stored information than their counterparts with less education. 

People with greater education also tend to express interest in and expose themselves

to, a broader range of topics, including serious topics like public affairs, science and health news. 

Therefore, as the infusion of mass media information into a social system increases,

segments of the population with higher socio-economic status tend to acquire this information at a faster rate than the lower status segments so that the gap in knowledge between these segments tends to increase rather than decrease. This study identified education (ICT competence) as an operationlization of socioeconomic status in knowledge gap. So the segments of the population with high 213 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 competence, in ICT tend to acquire knowledge at a faster rate than the segments of the population with low competence in ICT. This forms the basis of the study. 2.4 ICT Competency and Knowledge Management Processes ICT improves the efficiency of organizational management processes and provide new ways of improving the capacity of response to environmental requirements. Olivera (2000) posits that those technology systems serve a variety of functions such as storing large amounts of information, making information accessible to individuals, providing, means of communication, generating records of interactions, transactions and automating processes. On the basis of the above reasoning the influence of IT on the previously identified knowledge management processes (knowledge generation, knowledge transfer, and knowledge codification and storage) is now analyzed. Storage applications of information systems for knowledge generation can take two forms (Mason, 1993), capabilities for assimilating knowledge from outside (such as competitive intelligence systems acquiring information about other companies in the same industry), and capabilities for creating new knowledge from the reinterpretation and reformulation of existing and newly acquired information (such as executive information systems or decisionsupport systems). Technology enables individuals to coordinate the logistic of face to face meetings. It can also be used to catalogue expertise of organizational members, facilitates access to the right people and enhancing knowledge sharing (Al-Hawamdeh, 2002). Certain systems (e.g groupware or collaborate systems) provide a virtual space where the participants can process the information and knowledge in real time, giving them more chance to interact (Marwick, 2001; Lee and Choi, 2003). Exchange spaces become the ideal place to develop innovative and creative behaviours around problems and situations. One of the most important characteristics of these exchange spaces and virtual communities is that they are founded on the democratization of knowledge, so they enable the appearance of natural flows of transference and collaboration and subsequently favour creativity and innovation (Narayanan, 2001). IT supports the process of knowledge condification and storage. IT facilitates the standardization and automation of certain tasks, supporting the transformation of tacit knowledge into explicit knowledge (Anand, Menz and Glick, 1998). Similarly, IT also provides the necessary mechanisms to codify and store knowledge in order to be useful. However, knowledge stores must be accessible to firm members and must be in a form that will enable each member to interpret in a similar manner, hereby becoming a part of the whole firm’s knowledge base IT, with its protocols and platform standard. It also provides an 214 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 ideal mechanism for connecting widely dispersed individuals via a common system and enabling firm members to access more easily the knowledge that is stored in memory bins, so that new information can be interpreted and synthesized (Tippins and Sohi, 2003). 2.5 ICT Competency, Structure and Knowledge Management The development of ICT is having a considerable effect on organizations and researchers argue that these technologies have a critical role in the appearance of new organizational forms, which go under a large number of names. Clearly, a relation exists between the appearance of new organizational forms and technologies development, and these technologies are considered the causes of the structural changes and of the emergence of new, more flexible organizational forms. This is capable of rapidly and effectively adapting to the growing changes in the environment (Barley, 1990; Malone, 1997; Robey, Boudreau and Rose, 2000). ICT moderates vertical differentiation and allows fewer levels in the hierarchy resulting in a flatter organization (Dewett and Jones, 2001). IT has led to a reduction in the traditional boundaries and between functions (horizontal boundaries), these technologies favour the development of organic structures where information, ideas and knowledge can flow rapidly through the organization and hence improve the chances of processing and generating knowledge effectively. 2.6 Empirical Literature Becerra Fernandez and Sabherwal (2010) argue that the most vital resources of today’s organization is the collective knowledge residing in the minds of an organization’s employees and organizations should learn how to manage their knowledge to be more beneficial. These benefits may include leveraging core business competences, accelerating innovation and time to-market-improving cycle times and decision making, strengthening organizational commitment, and building sustainable competitive advantage. It is making the organization better suited to compete successfully in a much more demanding environment, KM they opined focuses on organizing and making available important knowledge, wherever and whenever it is needed. Their emphasis on KM has been on knowledge that is recognized and articulated in forms for example (knowledge about proceses, procedures, intellectual property, documented best practices, forecasts, lessons, learned, and solutions to recurring problems), KM also focuses on managing important knowledge that may reside in the minds of organizations’ experts. An empirical study was led by Tuan (2013) to examine if corporate social responsibility (CSR) influences trust, which in turn engenders the chain of effects from upward influence behavior through organizational health to knowledge sharing. The Research contribution was 215 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 between ethical CSR and identification-based trust or knowledge-based trust, which positively corresponds to organizationally beneficial upward influence behavior, but negatively corresponds to self-indulgent behavior or destructive behavior. A structural equation modeling (SEM) approach was adopted which contributed to the analysis of 412 responses returned from self-administered structured questionnaire sent to 635 middle level managers. The researcher found that CSR, trust and upward influence behaviour and organizational health is strongly related to knowledge sharing through ICT. Sharma, Singh and Neha (2012) studied 22 barriers to knowledge sharing which include absence of competent top management, lack of integration of KM strategy, lack of transparent reward, lack of organizational culture, emphasis on individual rather than team, lack of knowledge retention, staff defection and retirement, lack of documentation, lack of socio network, insufficient analysis of past mistakes and retirement, fear of job security, lack of trust, age difference, gender difference, difference in national culture, lack of training, unrealistic expectations of employees, reluctance to use ICT system, and lack of integration of ICT system. Sharma et al (2012) found that top management’s commitment and their understanding towards the concept of KM play a significant role and work as the main driver in the successful implementation of KM. Kim and Lee (2006) tested the impact of organizational context and ICT on employee knowledge sharing capabilities. Convenience sample of 322 employees in five public sectors and five private sector organizations in South Korea was used, a 400 surveys were handdelivered to the 10 divisions during August, 2013, the usable questionnaire was 322 (80 percent response rate). They found that social networks, centralization, performance-based reward systems, employee usage of IT applications and user-friendly IT systems are a significant variable that affects employee knowledge-sharing capabilities in public and private organizations. A research conducted by Darroch (2005) to test the role of KM in firms. Mail surveys of 443 CEO’s in large New Zealand firms were used to investigate the links among KM, innovation and firm performance. KM was measured by looking at three main constructs; knowledge acquisition, knowledge dissemination and responsiveness to knowledge firm performance. It can also be evaluated by accounting measures such as profits and nonaccounting measures like market share and sales growth. Darroch (2005) found that firms with KM capability that used resources much more efficiently and in more innovative ways were achieving higher returns than others.


International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 (Chang and Lee (2007) using canonical correlation found in their paper that knowledge storage, knowledge acquisition, knowledge selection and knowledge diffusion have positive effects on technical innovation. These are significantly correlated to organizational innovations. They conclude that knowledge management causes significant influence on business management and competitive edges. Kalifa and Lin (2003) acknowledge that knowledge management infrastructure and knowledge management processes have significant effects on KM success and that IT impact on KM success is not direct but mediated through KM process. Leadership, culture and strategy influence KM infrastructure. Liao (2003) concluded that ICT enables KM activities for collaborative decision support, information sharing, organizational learning and organizational memory. Sheer and Lee (2004) conducted a research using structural modeling. They found out that current management interests are also focused on KM and technology as a major determinant of competitive advantage and employee performance. Ohiorenoya and Eboreime (2010) conducted a study on KM practices and performance of Nigerian Universities using ANOVA. They found that KM affects organizational performance, innovation, growth and competitive advantage. Most of the studies the researchers reviewed, none really studied the contributions of KM to research output in the universities. Some that research on the tertiary institutions did not consider the environment of the developing countries. This study seeks to address the strategic role of ICT on KM in Nigerian Universities.

3. Methodology The study is limited to nine (9) selected universities in South East of Nigeria. The universities are Nnamdi Azikiwe University, Awka, Anambra State, Anambra State University, Igbariam, University of Nigeria, Enugu Campus, Imo State University, Owerri, Abia State University, Uturu Okigwe, Ebonyi State University, Abakaliki, Federal University of Technology, Owerri, Enugu State University of Technology, Enugu and Michael Okpara University of Agriculture, Umuahia. The population of the study is Four thousand five hundred and thirty five (4535) and consists of lecturers in the selected universities. Convenience sampling was used and sample size was determined using Taro Yamane Model. The Sample size is 368. The research design adopted was descriptive survey involving the questionnaire administration. Data for the study were sourced from selected universities in South-East of Nigeria. Copies of questionnaire were administered to three hundred and sixty eight (368) respondents selected from each university, but 354 copies of questionnaire were 217 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 returned. This represents 96% returned and 4% unreturned. Data obtained were analyzed using MULTIPLE REGRESSION ANALYSIS. 3.1 Hypothesis Testing Table 1: Opinion of Respondents on ICT based KM and Research Outputs of Lecturers SA 8 15 11 15 5 8 9 71

TOTAL

A 14 16 12 8 7 9 8 74

UN 11 7 16 12 5 12 9 72

DA 14 4 6 9 13 8 13 67

SD 10 8 7 15 11 10 9 70

Source: Field Survey, 2014. 3.2 Analysis of Hypothesis There is no significant relationship between ICT- Based KM and research outputs of lecturers. Table 2: Multiple Regression Analysis Result for Hypothesis Model

DF

Regression

Sum of Squares 23.474

6

Mean Square 3.912

Residual

349.950

347

1.009

Total

373.424

353

F

Sig.

3.879

.001

Source: Field Survey, 2014.

A look at the table 2 above shows that the P-value of .001 is less than 0.05 which indicates that the null hypothesis (H0) is rejected and the alternate hypothesis (Ha) accepted. The authors therefore accepted the alternate hypothesis which states that there is significant relationship between ICT-Based KM and research outputs of lecturers.

4. Discussion of Finding It is revealed from the finding that ICT-Based Km has significantly affected the research outputs of university lecturers in South East of Nigeria. This supports the earlier findings of Darroch (2005) that firms with KM capability that used resources much more efficiently and in more innovative ways were achieving higher returns than others. This is also in line with the study of Chang and Lee (2007) that knowledge storage, knowledge acquisition; knowledge selection and knowledge diffusion have positive effects on technical innovation. The finding also affirms the empirical research of KM and Lee (2006) that employee usage of 218 www.globalbizresearch.org

International Review of Research in Emerging Markets and the Global Economy (IRREM) An Online International Research Journal (ISSN: 2311-3200) 2015 Vol: 1 Issue 1 IT applications, and user –friendly IT systems are significant variables that affect employee knowledge –sharing capabilities in public and private organizations. 4.1 Conclusion Nigeria universities must as a matter of necessity be able to identify the knowledge management programmes to assist the universities authorities, government and captains of industry and other change agents in designing, initiating and implementing changes that foster successful knowledge management programmes. The fact that an organization is effective now does not mean it should rest on its oars but should continuously upgrade its KM infrastructure for continuous growth of its lecturers. ICT significantly relates to KM. Knowledge management is a partial mediator between technology and organizational effectiveness. ICT enables KM activities to collaborate decision support, research outputs, information sharing, organizational learning and organizational memory. ICT applications and network systems facilitate lecturer’s knowledge sharing; lecturers are the main drivers of knowledge and research outputs in Nigeria. Both endogenous and exogenous knowledge through ICT applications significantly enhances dynamic capabilities. It seems Nigerian universities ought to give particular attention to KM in order to enhance competences and research outputs of lecturers.

5. Recommendations Based on the findings, the following recommendations are made: 1. Nigerian universities should create strategic alliance with other international universities, research institutes, and companies in order to gain new and practical knowledge. 2. To ensure sustainable research outputs, universities should be involved in continuous upgrading of technology such as ICT, new programmes, new method of lecture delivery and should embrace change. 3. Universities should identify and share best practices in research methodology. These practices should be kept in a data base. 4. There should be leadership commitment to ICT to grow and harness knowledge in the universities. Any university that wants to innovate and enhance quality research outputs in a globalised environment can ill-afford to ignore ICT. 5. Nigeria universities commission should place strict penalties on universities who are not ICT-compliant.



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