This chapter includes the conclusions from the findings of study. It also provides recommendations for management of the company and finally suggestions for future research also highlighted.
Conclusions
The objective of this study was to examine the casual effects between the variables intrinsic motivation, extrinsic motivation, knowledge creation process, knowledge sharing and innovation and how they influence the overall on the company performance. The aforementioned variables are widely researched and numerous literatures reveals their significant contributions towards organizational performance and sustenance. Therefore, the variables are not peculiar in the field of management and social sciences research. However, to explore the variables in a completely new population such as in The Gambia, where research is still young would undoubtedly add value to the company in its strive to attain better performance and also to the Human Resource (HR) domain, which might open doors for young researchers. Based on the research model IEKKIP and the research hypotheses, the findings include the following outcomes.
Firstly, the results obtained revealed a strong relationship between innovation and organization’s performance. Hence, we can deduce that organizational performance is in no doubt propelled by the degree and advances in innovation a company can encourage and facilitate. Therefore, generation of new ideas and breeding talented employees with ingenuity should be the prime interest and predicament of management to trigger innovation. The findings also concur to previous literatures such as, Zahra and Covin, (1994) whom explained innovation as a practice widely considered the life blood of corporate survival and growth.
From the findings, technological innovation has the highest factor compared to the others. This implies that the company is aware of growing increase of its customer base and therefore has to provide better products and services through its sophisticated technology at a fast but reliable manner. To sum up all, changes in technology has brought tremendous changes in the way company runs its affairs internally and externally and thus, avails the employees’ opportunity to learn newest technologies for meeting the corresponding customer demands. Most importantly, face the growing challenges and competitions in the business sector.
Secondly, the findings also indicated a strong positive and significant influence knowledge sharing has on innovation. From this report we can assume that knowledge sharing practice is a key ingredient for innovation. Hence, employee participation in this practice is a
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fundamental aspect of knowledge management which must be cherished and utilized to its fullest by management. Since through such knowledge management practices generation of news ideas and creativity could determine company growth and competitive advantage. Hence management relents not its efforts in encouraging and motivating employees to take part in this process. The significant of which is indicated by the dominant factor the dimension leadership accounted for from the findings of the results. Considering the trend of business of in The Gambia, especially in the telecom and cellular industry, management is fully aware of the external threats and thus provides conducive environment for employees to be involved knowledge sharing.
Thirdly, findings also demonstrated a strong positive and significant effect of extrinsic motivation on knowledge sharing. It is common idea that employees always seek for reciprocal benefits with regards to task performance. As a result, employees in this company also have the same feelings and concerns. Hence, organizational rewards definitely influence employees’
perception whether to share knowledge or not. If rewards become forthcoming and lucrative then employees show more commitment to take part in this process. Interestingly to note is the role that co-workers have in the whole process. It seems that relationship with co-workers in this cherished and respected given the fact that it has highest factor loadings. The influence of this dimension in determining employee readiness and willingness to engage in knowledge sharing is paramount and noticeable and thus should be given due consideration by management. Other dimensions also influenced the knowledge sharing practices in this company such as work environment and job security. These are all critical component in an organization which needs to assuring and guaranteeing to employees for better performance.
Fourthly, the results has indicated a strong positive and significant effect intrinsic motivation has on knowledge sharing. The revealed findings showed a stunning effect size with t-value of (2.382). This shows a very strong relationship and effect intrinsic motivation has on knowledge sharing. The relevance of the results is incredible and enormous to both the employees and management. The employees at (Gamtel/Gamcel) are definitely determined and passionate to be engaged in knowledge sharing processes that they think would help push the company higher. Cognizance of the vital role knowledge sharing has on company innovation, they hesitate not to share the little they have. Closely looking at the four dimensions used to measure this construct, it could be realized that all categories have loadings above 0.5. Meaning employees in this demonstrates a high sense of commitment and passion towards their work and ability to respond to the growing demands of customers.
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Finally, the findings revealed a weak negative and insignificant effect of knowledge creation process on knowledge sharing. Although the dimensions measuring this construct had significantly high loadings yet the effect of knowledge creation on knowledge sharing has not been positive and significant. Factors responsible for this might be due to unstructured system that values the process of knowledge creation as a fundamental element of company growth and sustainability. Hence employees attached little or no importance to this process.
Research Recommendations
First and foremost, this study has reveal dramatic and peculiar results with regards employee intrinsic motivation. It indicates intrinsic motivation as one of the domains that propels company performance through innovation which is heavily dependable on the degree on knowledge sharing process employees undertake. This is evidence due to the impact it has on knowledge sharing which has a direct positive and significant effect on innovation.
Therefore, management should be cognizance of the laudable self-services the employees provide without any demands or praises. Their ability and endeavour to provide valuable knowledge through knowledge sharing needed to catapult the company ahead of its competitors should be recognized. Therefore, an enabling environment that could strengthen this adorable behaviour should also be concern for management.
Undoubtedly, such behaviour shows the commitment and ownership level of employees towards the company. As the success of the company is the ultimate success of the employees as well. Thus, the willingness and readiness to share their knowledge was unconditionally. However, effort needs to be done on employee knowledge self-efficacy which has indicated a low factor loading compared to the other dimensions. This might imply that employees do not wish to disclose their own knowledge capabilities, in other words they do not want to blow their own trumpets. A quality and opinion which must be respected. Yet management could still look into that area in order to address it. It does not, however, mean employees are incapable or unknowledgeable but it is just eye-catching.
Notwithstanding, the extrinsic motivational factors should not be neglected owing to it that all employees should behave the same. The findings for this construct have also revealed as the critical role rewards and other incentives play. The management should work hard to improve and formulate robust organizational rewarding systems that would keep the momentum flourishing. Another important issue that needs to be looked into by the management is the fear of job security as it recorded a significant value yet low compared to others. Job security is a serious issue not only (Gamtel/Gamcel) but a general company
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predicament worldwide, that employees worry and are concerned about. As such management should work hand in hand with employees to know their fears and concerns and try to fix them with realistic and tangible approaches. This way they would be able retain talents especially those the company trained.
The fundamental pillar that contributes immensely to towards organizational performance and an engine for survival, “innovation”. Inevitably, for corporate survival and growth, innovation is key. It is a call towards the increasing demand and supply of market which fashioned by customer expectations that pushes companies and organizations to become innovative. Therefore, as results reveal management should continue to encourage and create conducive environment for employees to enable and enhance the knowledge sharing practice for generating new ideas for the overall success of the company.
Although the effect of knowledge creation on knowledge sharing is insignificant, management has greater responsible to improve in that domain. The practice of knowledge creation is also a fundamental component of knowledge management that needs attention. It has the potentials to bring employees together to exchange important expertise that may impact innovation and performance as a whole.
Recommendation for Future Research
This study was focused on The Gambia Telecom and Cellular service provider in the country. Been the only public company which provides such services, further study could be conducted in this company and make comparison with the private companies thereafter.
Further study could use different constructs to determine company performance, which might yield different results. And also close the gaps with regards explaining the variance between the constructs. This may result in higher R2 values compared to the ones obtained in this study.
Again, further study could use different research approaches, for example, a qualitative approach could be implored, where the researcher would have the opportunity to meet physically with participants in the form of interviewing.
Finally, the integrated research IEKI model could also be used in other study targeting different populations in different countries and possibly different organizations.
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