Knowledge Management Strategic Framwork For Commercial Bank Of Ethiopia
| dc.contributor.advisor | Hailemariam, Dr. Getachew | |
| dc.contributor.author | Elias, Kine | |
| dc.date.accessioned | 2018-11-09T14:34:57Z | |
| dc.date.accessioned | 2023-11-18T12:43:51Z | |
| dc.date.available | 2018-11-09T14:34:57Z | |
| dc.date.available | 2023-11-18T12:43:51Z | |
| dc.date.issued | 2017-07-06 | |
| dc.description.abstract | To survive and prosper in today’s highly competitive environment, organizations need to develop sustainable competitive advantages. Organizations highly rely on their resources to gain a competitive advantage in the environment they operate. Knowledge has been considered by most organizations as an important resource for sustaining competitive advantage. These days, banks are operating in a highly dynamic and competitive environment. Thus banks are expected to duly recognize the importance of knowledge and the way it should be managed. The Commercial Bank of Ethiopia, as the biggest and oldest bank in Ethiopia, should be able to manage its knowledge resources and become a world class commercial bank, as stated in its vision statement. Therefore the main purpose of this study is to evaluate the knowledge management (KM) practice of CBE to understand the current position of the bank in relation to KM, and develop a KM strategic framework that is aligned with the organizational strategy. To this end, the study adopts a qualitative approach and uses a case study method. For the purpose of assessing the banks’ KM position, different KM maturity models were reviewed and General Knowledge Management Maturity Model (G-KMMM), developed by Pee & Kankanhalli (2009), has been selected. Based on the model, data was collected using close-ended interviews, developed by the same researchers who developed the maturity model, from 10 (ten) branch managers of ten selected CBE branches in Addis Ababa. The findings of the study showed that the CBE is at the first level of the G-KMMM, which is ‘initial’ maturity level and that there is little or no intention to formally manage knowledge in the bank. Based on the results, the proposed KM strategic framework is developed using a theoretical framework for KM strategy developed by Sunassee and Sewry (2002), as a foundation. And the proposed KM strategy framework can be used by the bank to strengthen the generation, sharing and application of knowledge; to equip itself with a more supportive knowledge-sharing and learning infrastructure; foster leverage of knowledge through partnerships; and promote a supportive KM culture. | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/12345678/14099 | |
| dc.language.iso | en | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | Knowledge Management | en_US |
| dc.title | Knowledge Management Strategic Framwork For Commercial Bank Of Ethiopia | en_US |
| dc.type | Thesis | en_US |