The role of knowledge management in creating and sustaining high performance organisations: The case of financial institutions in Uganda

Abstract

The study described in this paper develops an evaluation model aimed at investigating the relationships between knowledge management and objective and perceived organizational high performance. Design/methodology/approach: A comprehensive review of theory, research and practices on knowledge management and high performance develops a model that forms the basis of the study. The model was operationalised in financial institutions in Uganda, and was used as the basis to develop the hypotheses that are tested in the study. Findings: suggests that competitive advantage is a significant predictor of high performance and that the high performance organisation framework is a mediator of knowledge management and high performance. Originality: Among the few empirical studies relating knowledge management and its integration in financial institutions for achieving sustained competitive advantage and high performance. Limitations: The study used a small sample which limits the generalisation of the results. Practical implications: The results may provide a sound basis for making an analysis of KM behaviour and high performance in financial institutions.

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