KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL RESILIENCE IN CAMEROON MANUFACTURING ORGANIZATIONS

CHAPTER ONE

INTRODUCTION

1.1 Background Of The Study 

Organizations encounter a multitude of complexities that proliferate due to the dynamic nature of the environment in which they function. These complexities constitute both internal and external disturbances. "Organization does not exist in a vacuum; rather, it is mutually dependent on its external environment," state Koontz and Weihrich (2019). External disturbances encompass a range of factors, such as electricity supply issues, labor strikes, fluctuations in raw material availability, shifts in customer tastes and preferences, acts of terrorism, and natural disasters including earthquakes and floods. Stephenson (2020) accurately asserts that "investment decisions made in one region can have an effect on the cost of living in another." Similarly, the world is increasingly becoming a global village, and Nigerian organizations have not been exempt from the consequences of the recent global financial crises. On the contrary, Weick and Sutcliffe (2021) argue that organizations, akin to nuclear aircraft carriers, equip themselves for potential failure. This readiness is the primary factor contributing to the resilience of such organizations; since they perpetually make preparations for the worst, deconstructing them has proven to be an insurmountable challenge. 

Bell (2022) defines organizational resilience as "the capacity to quickly adapt to unanticipated changes, including disorderly disruptions." "It is the capacity to not only recover, but also advance, with grace, determination, and accuracy." Resilience is the capacity of an organization to continue operations and even increase turnover during times of crisis. The concept of organizational resilience is an ever-evolving objective that impacts performance in both routine and critical circumstances (Mitroff, 2019). It enables organizations to manage disruptive challenges and necessitates that they be highly dependable and adaptable (Weick & Sutcliffe, 2021). According to Flin, Mearns, and Bryden (2020), leading indicators have the potential to eliminate the necessity of awaiting system failure as a means to detect vulnerabilities and implement corrective measures. This holds significant importance within the realm of resilience, as leading indicators have the capability to furnish organizations with insights regarding their resilience strengths and shortcomings prior to the occurrence of a crisis. 

Low level of technology, low capacity utilization rate, low investment, high production costs, inflation, and underperforming infrastructure are a few of the persistent issues confronting the Cameroonian manufacturing sector, according to Anyanwu (2020). Insufficiency of electricity supply has been the most significant obstacle for manufacturers in Cameroon in particular and infrastructure in general over the last ten years (Corporate Cameroon, 2020). They continued by stating that over 850 manufacturing companies ceased operations or temporarily ceased production between 2000 and 2010. Approximately 53% of manufacturing capacity is utilized. Domestic product sales are dwarfed by imports of manufactured goods; since the 1980s, manufactured goods have comprised the largest category of imports. The manufacturing sectors of Cameroon also encounter challenges such as high tax obligations, counterfeit goods, youth unrest and abduction, flooding, and limited purchasing power, among others. 

Organizations, notwithstanding the prevailing disruptions, persist in their pursuit of financial viability and operational continuity. The occurrence of both natural and man-made crises and disasters has increased recognition of the critical nature of organizational resilience. Umoh (2019) asserts that "variety absorbs variety exclusively." This implies that in order to achieve an acceptable level of space, organizations must possess the necessary variety to exert control over the variety. Corporations and their leadership can no longer use "we didn't know" as an acceptable explanation for corporate resilience failures in the litigious environment of the present day. Incorporating business resilience into an organization's daily business operations should be a defining ethos and an institutional capability that has become an established necessity (Stephenson, 2022). Therefore, organizations must prioritize the development of resilience for two primary rationales: firstly, the interdependence between organizational and community resilience in a complex environment (Dalziell & McManus, 2018); and secondly, the potential competitive advantage that organizations can gain from exhibiting resilience (Parsons, 2019). The significance of resilience cannot be overstated, as its advantages surpass its drawbacks.

1.2 Statement of the Problem

To accomplish organizational objectives and address environmental challenges, knowledge management encompasses all activities that use knowledge. Maintaining competitive advantage and improving organizational performance are both imperative components of effective management. Consider the findings of Singh, Khan, and Mansouri (2018). In addition, knowledge management empowers organizations to expand their capacities through the utilization of the intellect and expertise of their personnel (Rana & Goel, 2017). 

Conversely, organizational resilience (OR) can be described as the capacity to anticipate possible hazards, react effectively to unforeseen occurrences, and derive valuable insights from those incidents; this creates a dynamic capability that facilitates organizational change (Duchek, 2020). An organization can endure and grow during times of crisis by absorbing and adapting to a shifting environment (ISO, 2017). The primary objective is to consistently evaluate determinants in order to detect vulnerabilities in a timely manner so that suitable security measures can be applied to fortify them (Goncalves et al., 2019). 

A sense of community is fostered among members of a resilient organizational culture, which can contribute to the continued existence of the organization. To foster cultural resilience, an exemplary culture must be established. Adaptation capability is defined as the aptitude to coordinate and oversee activities that are directly associated with the establishment of resilience (Chen, Xie & Liu, 2021). 

Considerable scholarly discourse has been devoted to the subject of Knowledge Management and its significance in fostering organizational resilience in the last ten years (Durodie, 2018; Dalziell & McManus, 2021; Parsons, 2019). In developing nations, particularly Cameroon, empirical evidence regarding the impact of Knowledge Management on organizational resilience is scarce, despite the proliferation of scholarly works on the subject. In order to address this research void, the present study investigates the correlation between Knowledge Management and organizational resilience within a sample of manufacturing firms located in Cameroon. Through an examination of the correlation between Knowledge Management and Organizational Resilience, businesses have the potential to heighten their level of effectiveness and competitive advantage.

1.3 Objectives of the Study

The primary objective of this study is to examine knowledge management and organizational resilience in Cameroon manufacturing organizations. Specific objectives of this study are to:

Ascertain whether there is a significant relationship between knowledge management and organizational resilience.

Determine the extent manufacturing organizations in Cameroon adopt knowledge management strategies.

Find out the challenges and barriers faced by manufacturing organizations in Cameroon in implementing effective knowledge management practices.

Ascertain the impact of effective knowledge management on organizational resilience.

1.4 Research Questions

The following research questions will be answered in this study:

Is there a significant relationship between knowledge management and organizational resilience?

What is the extent manufacturing organizations in Cameroon adopt knowledge management strategies?

What are the challenges and barriers faced by manufacturing organizations in Cameroon in implementing effective knowledge management practices?

What are the impact of effective knowledge management on organizational resilience?

1.5 Research Hypothesis

Ho: There is no significant relationship between knowledge management and organizational resilience.

Ha: There is a significant relationship between knowledge management and organizational resilience.

1.6 Significance of the Study

The subject matter concerning knowledge management and organizational resilience is of great importance and has wide-ranging consequences, affecting a diverse range of stakeholders such as business entities, personnel, academics, policymakers, and society at large. 

By utilizing internal expertise and external knowledge sources, organizations can identify and mitigate risks with the aid of knowledge management knowledge. This will enhance the organization's capacity to anticipate and respond to prospective threats while reducing vulnerabilities. In addition, it guarantees that businesses are able to innovate, learn from past mistakes, and adapt to disruptions in order to remain competitive. 

The study will furnish employees with the appropriate knowledge and skills necessary to navigate workplace challenges and changes with greater readiness. By developing these qualities, they will be more resilient and adaptable, allowing them to flourish in ever-changing environments. 

The study's results may provide policymakers with actionable recommendations for formulating policies and regulations that foster resilience in sectors of critical infrastructure, including energy, transportation, healthcare, and healthcare. 

In conclusion, this study will function as a valuable reference for academicians who are inclined to undertake analogous investigations.

1.7 Scope Of The Study

The scope of this study focuses on knowledge management and organizational resilience in Cameroon manufacturing organizations, Hence, this study will be delimited to  Africa Foods Manufacture S.A. Douala Cameroon.

1.8 Limitations Of The Study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. However, the researcher were able to manage these just to ensure the success of this study.

Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.

1.9 Definition Of Terms 

Knowledge Management (KM): is a systematic approach to identifying, capturing, organizing, storing, retrieving, and sharing knowledge assets within an organization to facilitate effective decision-making, innovation, learning, and performance improvement. 

Organizational Resilience: refers to the ability of an organization to anticipate, adapt to, and recover from disruptions, challenges, or crises while maintaining its core functions, objectives, and performance. 

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