Paradoxes of knowledge, management, and knowledge management in Africa

Paradoxes of knowledge, management, and knowledge management in Africa

The first article examines the role of strategic partnerships on knowledge exploration and exploitation in the context of Africa, based on a qualitative multiple case study approach involving partnerships between non-governmental organizations in three African countries (Kenya, Uganda, and Zimbabwe). The second article investigates, through a paradox lens, the role and impact of knowledge capabilities and knowledge sharing on organizational performance. Because of the context of the study – the South African clothing and textile industry – they investigate the paradoxes associated with the use of implicit and informal approaches, along with formal information systems-based approaches, along with formal information systems-based approaches. The third article draws upon the knowledge management, human resource management, and paradox literatures, to analyze the nature of paradoxes of labor mobility in an emerging market context. The fourth article analyzes African “paradoxes of learning”, examining the productivity outcomes of signaling and service competences in samples of exporting and domestic firms. By drawing on the World Bank Enterprise Surveys conducted from 2009 to 2017 the authors construct a cross-sectional sample of 4,687 manufacturing firms, covering a wide geographical spectrum of 35 African countries. The fifth article discusses the benefits but also 5 the limitations of importing western knowledge into Africa. In doing so, these authors highlight the need for “awakening” an African episteme based on the Ubuntu way of living.


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