Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
ERICA D. GAMBLE
Abstract
Knowledge loss due to the exit of experienced employees with critical knowledge results in significant financial and nonfinancial impacts on employees and organizational competitiveness. Business leaders are interested in finding strategies to initiate and reinforce employee knowledge sharing to prevent business failure. Grounded in social cognitive theory, the purpose of this qualitative multiple case study was to explore strategies business leaders in Nigerian oil and gas public sector agencies use to initiate and reinforce knowledge sharing among employees to prevent knowledge loss. The participants were five business leaders in Nigerian oil and gas public sector agencies who successfully initiated and reinforced knowledge sharing among employees. Data were collected through semistructured interviews and a review of organizational documents. Thematic analysis yielded four themes: develop structured mentoring, institute a knowledge-sharing culture, establish open and effective communication, and provide leadership support. A key recommendation is for business leaders to utilize the employee handbook to assist in knowledge sharing. The implications for positive social change include the potential to increase intellectual capital among employees, boost efficiency and overall productivity, and reduce the learning curve cost attributed to employee replacement, resulting in cost savings that organizations can channel toward social projects for the benefit of the host community.
Recommended Citation
Oshineye, Morufat Olajumoke, "Leadership Strategies to Initiate and Reinforce Knowledge Sharing Among Employees" (2023). Walden Dissertations and Doctoral Studies. 14753.
https://scholarworks.waldenu.edu/dissertations/14753
