Over the years, there have been an escalating shift from manual work to knowledge work all over the world and knowledge workers are in high demand. This study explores how well knowledge management factors such as information technology, organizational culture, measurement, management leadership and support, and human resources management exist in the Nigerian banking industry and it examined how well these critical success factors are being implemented. The study uses study consisted of members of staff of six selected Nigerian banks. A total of 100 copies of research questionnaire were administered to collect data for the study. The 100 questionnaire were administered to the respondents out of which 72 copies were duly filled and found usable, amounting to 72% response rate. The study found that there is high level of management leadership and support with mean score of 4.01, organizational culture (4.01), measurement (4.02); information technology (4.43), and human resources management practices (4.18). In total, the mean score for knowledge management practice in the Nigerian banking industry is 4.43, making it a highly practiced concept in the Nigerian banking industry. It is recommended that management of banks in Nigeria should invest in knowledge management activities especially in this time that most economies in the world are knowledge-based.
Agbim, K.C., Oriarewo, G. O., & Owutuamor, Z.B. (2013). Customer relationship management as key for gaining sustained entrepreneurial success. The International Journal of Engineering and Sciences, 2(8), 44-47.
Alegbeleye, G.O. (2010). Old wine in new bottle: S critical analysis of the relationship between knowledge management, library and information science. Paper presented at the Nigerian Library Association, National Conference and AGM, Abuja, July 18-23, 2010.
Arora, R. (2002). Implementing KM – a balanced score card approach. Journal of Knowledge Management, 6(3), 240-9.
Bamgboye – Ayodele, A., & Ellis, L. (2015). Knowledge Management and the Nigerian Culture – A round peg in a square hole? The African Journal of Information Systems, 7, 1.
Bennet, A., &Bennet, D. (2003). The partnership between organizational learning and knowledge management. In: Holsapple, C.W. (Ed.), Handbook of knowledge management, Vol.1: Knowledge matters. Heidelberg: Springer-Verlag, 439-460.
Brelade, S., & Harman, C. (2000). Using human resources to put knowledge to work. Knowledge Management Review, 3 (1), 26-9.
Chiakwelu, E. (2010). Recapitalization of the Banks in Nigeria. Retrieved on March 16, 2016 from www.afripol.org.
Davenport, T. H; & Beck, J.C. (2002). The strategy and structure of firms in the attention economy. Ivey Business Journal, 66(4), 48-54.
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How Organizations manage what they know. Boston: Harvard Business School Press.
Davenport, T. H., & Volpel, S. C. (2001). The rise of knowledge towards attention management. Journal of Knowledge Management, 5(3), 212-21.
Gao, F., Li, M., & Clarke, S. (2008). Knowledge, management, and knowledge management in business operations. Journal of Knowledge Management, 12(2), 3-17, doi: 10.1108/13673270810859479
Hasanali, F. (2002). Content Management: A guide for your journey to knowledge management best practices. Missouri. Thrift Books Global
Hislop, D. (2013). Knowledge management as an ephemeral management fashion? Journal of
Knowledge Management, 14(6), 779-790.
Holsapple, C.W; & Joshi, K.D. (2000). An investigation of factors that influence the management of knowledge in organizations. Journal of Strategic Information Systems, 9 (2/3), 235-61.
Kok, J.A. (2003). Role of leadership in the management of corporate knowledge. South African Journal of Information Management, 5 (3), 117-120.
KPMG (2015). Manufacturing in Africa Sector Report, 2015. Retrieved on April 26, 2016 from https://kpmg.com/manufacturing in Africa.
Lee, H., & Choi, B. (2003). Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination. Journal of Management Information Systems, 20 (1), 179-228.
Lee, S.M., & Hong, S. (2002). An enterprise-wide knowledge management system infrastructure. Industrial Management & Data Systems, 102 (1), 17-25.
Martensson, M. (2000). A critical review of knowledge management as a management tool. Journal of Knowledge Management, 4 (3), 204-16.
Nonaka, I., Toyama, R., & Konno, N. (2001). Emergence of Ba: a conceptual framework for the continuous and self-transcending process of knowledge creation. In: Knowledge emergence, social, technical, and evolutionary dimensions of knowledge creation by Nonaka, I., & Nshiguchi, T. (Eds.,) New York: OUP, pp. 13-29.
Nonaka, I., & Takeuchi, H. (1995). The Knowledge creating company. New York: Oxford University Press.
Pan, S.L., & Scarbrough, H. (1998). A socio-technical view of knowledge-sharing at Buckman Laboratories. Journal of Knowledge Management, 2 (1), 55-66.
Soliman, F., & Spooner, K. (2000). Strategies for implementing knowledge management: role of human resources management. Journal of Knowledge Management, 4 (4), 337-45.
Song, H., Deng, H., & Martin, B. (2004). Towards a pragmatic approach to knowledge management: a multi-perspectives analysis. In: Proceedings of the Second International Conference on Knowledge Economy and Development of Science and Technology, Beijing. Sep. 16-17.
Wong, K.Y. (2005). Critical success factors for implementing knowledge management in small and medium enterprises. Industrial Management & Data Systems, 105 (3), 261-279.
Wong, K.Y., & Aspinwall, E. (2003). Is knowledge management equivalent to information technology? Proceedings of the Fourth European Conference on Knowledge Management, Oxford University, Oxford, pp. 989-97.
Zieba, M., & Zieba, K. (2014). Knowledge management critical success factors and the innovativeness of KIBs companies. InzinerineEkonomika – Engineering Economics, 25(4), 458-465.