Knowledge Sharing Practices and Organisational Performance in Edo State Civil Service

ABSTRACT

The research delved into the complex interplay between knowledge sharing practices and organisational performance in Edo State Civil Service. Specifically, it sought to understand the influence of explicit knowledge sharing, implicit knowledge sharing, and tacit knowledge sharing on organisational performance. Adopting a survey research design, the study surveyed a population of 2,901 employees across various ministries and departments of the government agency in Benin City. The Yamane formula was utilized to calculate a representative sample size of 355. Additionally, a multiple regression econometric model was employed to specify the relationship between the variables. The primary research instrument was a questionnaire administered through face-to-face interviews, and data analysis was carried out using descriptive and inferential statistics through SPSS version 24. The findings revealed positive and statistically significant correlations between explicit knowledge sharing and tacit knowledge sharing with organisational performance. However, implicit knowledge sharing demonstrated a relationship that was not statistically significant with organisational performance. The study emphasizes the crucial significance of implicit knowledge sharing practices for enhancing organisational performance within the dynamic context of Edo State. It underscores the potential for organisations to adopt strategic, ambitious, and prompt approaches to encourage and facilitate knowledge sharing among employees. Recognising its role in cultivating an engaged, motivated, and high-performing workforce in various governmental agencies is essential.