UNICAF University

UU-MBA717 ZM Strategic Development

Master's in Business Administration –

Management Information Systems (MIS)

Instructor: Shilpa Jain

Student Number: R1808D5989251

Student Name: Bakare Oluwaseun Lateef

Task: “‘inventing new knowledge is not a specialized activity...it is a

way of behaving, indeed a way of being, in which everyone is a
knowledge worker’ (Nonaka, 1991).
Following this line of thought, and with reference to relevant
literature and theory, discuss your company’s approach to strategic
management of knowledge and organizational learning. Evaluate its
use of strategic frameworks and tools, including the importance of
knowledge in strategic development; strategic marketing;
sustainability, competitive advantage; and managing strategic
corporate change”.
Introduction
Strategic knowledge management and organizational learning have become
key components of organizational development across the globe as a result of
their capability to provide strategic outcomes related to profitability,
competitiveness and capacity building (Jeon, Kim, & Koh, 2011). Knowledge
management and organizational learning play important roles in defining and
organizing an organization's strategy, structures and processes that affect its
survival, leading to the attainment of the vision, goals and objectives.

This work examines the framework and strategic tools used by the Lagos
Metropolitan Area Transport Authority (LAMATA), a World Bank assisted
Lagos State Government agency, in the management of knowledge and
organizational learning. The frameworks and tools focus on the importance of
knowledge in strategic development; strategic marketing; sustainability,
competitive advantage; and how organizational knowledge management has
been a tool for strategic change management within LAMATA as an
organization. The above-mentioned frameworks and tools are important
catalysts for creating a dynamic environment characterized by social change
and development.

The changing nature of the universe and the emergence of a knowledge-

oriented society require constant attention to knowledge management and
organizational learning. The need for knowledge management stems from our
understanding that competence, skills, knowledge, product services, and the
structure of the present are becoming vague if not properly preserve over time
(Drucker, 1992). For the purpose of precision, we will analyse the meaning and
purpose of strategic knowledge management alongside organizational learning.

Strategic Knowledge Management and Organizational Learning

To fully understand what knowledge management and organizational learning
is all about, we must first of all understand the word knowledge and the
processes of knowledge management.

According to (King, 2009), knowledge is defined as “justified personal belief”.

Knowledge is also defined as the market, products, achievements, processes,
tools and approaches that are needed by organizations for the purpose of
achieving their strategic objectives (Dasgupta and Gupta, 2009). Davenport
and Prusak (1998), defined knowledge as a mobile mix of experiences, values,
contextual information and experience that provides a framework for
evaluating and integrating new experiences and information. It originate and
used from the minds of knowers. In organizations, it is often included not only
in documentations or repositories, but also in routines, processes, practices, and
organizational standards.
Based on the above admittedly reviews, it is believed that knowledge is not
only instinctive in a deterministic way, it is created through our physical
interface with the real world and finally processed by our minds to form an
opinion. John Locke (1689), also sustained the notion by pointing out that
there are objects in the outside world and that our sensory perception is the
most important source of our knowledge. The creation of knowledge depends
on internal and external factors that can be considered as learning activities
(Essays, 2018). Knowledge has become the main driver of business success and
has been treated like other material resources. Many organizations are
exploring the field of knowledge management to improve and maintain their
competitive edge and gain advantages over their competitors (Nonaka, 1991)

Findings has shown that, knowledge has become a challenging task to many
over the years, it is believed that knowledge is a single word that has a lot of
meaning and interpretations, knowledge could be explicit or implicit in nature
depending on interpretation (Nonaka I. , 1994), (Nonaka & Takeuchi, The
Knowledge-Creating Company, 1995). Explicit knowledge is considered to be
tangible, it is clearly defined and consists of details that can be stored and
preserved. Implicit knowledge on the other hand is an indirect knowledge that
is often not reported on the basis of individual experience and, therefore,
difficult to store or preserve (Omotayo, 2015).

In this review, we will take onboard Nonaka and Omotayo’s theories on

organizational learning and also make sure that we expand our view about
knowledge management and organizational learning. We shall examine how
organizations uses strategic knowledge management as a tool to drive strategic
corporate change and how they have been able to use those tools to develop
strategic marketing skills for organizational sustainability.

What is Knowledge Management?

Sutton (2007), afirm that there is no explicit or concrete definition for
knowledge so also is the fact that there is no consensus definition for knowledge
management. There have been various interpretation of knowledge
management based on individual personal experience or interpretations. To
some, knowledge management is all about the process through which
organizations continuously preserve knowledge in all form
It is very important to understand or differentiate between raw information
and real knowledge (Edwards, 1994). It is believed that an organization might
have access to raw information within and outside of their organizations, but
only a few of those organizations have the capacity to turn that available
information into relevant knowledge that can be used to achieve their
organizational goals (Hovland, 2003).
Knowledge Management (KM) over the years has been a critical tool used for
organizational knowledge sharing for better performance. It was discovered
that most organizations do not have the culture of preserving their
organizational knowledge, most times when a member of staff of an
organization resigns or is deceased, the organization end up losing the wealth
of knowledge that has been acquired by that person (Omotayo, 2015). Based
on these findings, it was advised that individual knowledge within the
organization should be converted to useful information that the organization
can learn from and also ensure it becomes relevant knowledge that can be used
to achieve their organizational goals (McElroy, 2000)

What is Organization Learning?

To understand what Organization Learning is all about, we need to, first of all,
understand what learning means. Learning is regarded as central subject in
psychological research practically from the beginning of psychology as an
independent science (Houwer, Barnes-Holmes, & Moors, 2013).
Dixon (1998), emphasized that the only way to deal with an evolving world is
to make learning a constant habit for improvement. Learning is also defined by
(Sharma, No Date) as "any relatively permanent change in behavior that results
from exercise and experience." Learning in general, is understood to be a
deliberate quest for productivity and innovation in uncertain technological and
market conditions. Learning is a continuous exercise and the only way to handle
a changing world is to be committed to continuous learning.
Relating learning to Organizational Learning, Brown and Duguid (1991)
describe organizational learning as a "bridge between work and innovation".
This brings learning to action again, but it also means useful improvement
within the organization. To justify the social and economic challenges in our
environment, the organization needs to develop a wide range of skills and
competencies to acquire knowledge that can be used to confront those
challenges and proffer a lasting solution to them, which will in exchange
produce profit or rewards for the organization. Organizations must ensure they
unravel and document the process of their organizational skills, competencies,
creativity and success to increase productivity in the industry (Yeung, 1999).

Learning in relation to Organizational Knowledge Management

Nonaka (1994), assumes that organizational knowledge is generated through
the participation of the dialogue between implicit knowledge and explicit
knowledge. Knowledge must be managed within and outside of the
organization, the implicit management of knowledge implies the management
of various factors that contribute to the business structure, culture, leadership
and technology. Creating new knowledge drives innovation. Innovation in
blustery environments creates a competitive advantage for better performance.
For companies to develop and/or improve existing products and services,
organizational knowledge must be strategically managed for the organization
to succeed in the emerging challenging business environment. A successful
introduction of something new and useful is very important for business
development, as it is a survival tool in hostile markets.

The creation of knowledge is an educational process for organizations and

should focus on how companies interact with the environment to achieve
competitiveness by identifying relevant information and generating new
knowledge. The structure, leadership, technology and organizational culture
should therefore facilitate the strategic and efficient use of the company's
resources so that they can manage human resources to obtain hidden
knowledge and introduce innovation as a means of competitive advantage.
Organizational knowledge can be further explained in a different form, for
instance, Sánchez and Heene explain that knowledge could be classified as
know-how (Practical knowledge), know-why (theoretical knowledge), and
know-what (tactical knowledge) (Sanchez & Heene, 1997). The ‘know-how’
knowledge in an organization is the ability to understand the usefulness of an
object and how it can be put to best use; the ‘know-why’ knowledge on the
other hand is the ability to understand the essence of an object and why it is
needed; whereas the ‘know-what’ knowledge reveals the purpose of an object.

Knowledge Management and Organizational Learning: a Case Study

of LAMATA.
LAMATA is a statutory corporation established by the Lagos Metropolitan Area
Transport Authority Law 2007 (as amended) and vested with responsibility
inter alia for the conceptualization and implementation of the Lagos State
Transport Master Plan, which includes designation of bus routes, regulation of
public bus transport and the provision of bus transport related infrastructure
within the Lagos metropolitan area (LAMATA-Law, 2007). LAMATA is a semi-
autonomous organization with the responsibility to implement a multi-modal
integrated transport system that meet the mobility demands of the state as a
megacity. LAMATA develops strategic solutions to transportation challenges in
the State and also propose significant investments in the transportation sector.
Before the establishment of LAMATA, public transportation in Lagos was
chaotic and unregulated, the roads were always congested particularly during
peak periods resulting in delays and loss of man hour. Due to the unregulated
nature of the transport system, fares are charged arbitrarily and the level of
maintenance of public buses was deplorable.

With the establishment of LAMATA, the organization has over the years used
knowledge management and internal organizational learning to implement so
many projects at different levels. Implementation of the projects is achieved by
providing immediate solutions to issues that can be short-term or long-term,
depending on the scope of the problem. Organizational learning has projected
LAMATA as a whole in many ways, as it has been found to deliver superior
and long-term strategic values through learning that is achieved by different
departments and units.
The organizational learning and knowledge management procedures in
LAMATA has foster organizational bonding across the organizational cadre.
The managers and departmental heads always brainstorm on what they have
learnt and how those things learnt can best project the image of the
organization. LAMATA has evolved over the years and has become very
consistent with the leaders who have helped their departments/units to focus
on what is demanding for them to assess and apply the process to be used, as
well as to analyze the significances of the methods applied.
Through organizational learning, LAMATA has solved problems and trained its
leaders, allowing their simple procedures to produce positive results for the
organization. LAMATA understands that organizational learning is a simple tool
they can use in solving complex problems that may seem impossible to solve
through corporate synergy within the organization.

Organizational Learning and Knowledge Management as a Tool for Strategic

Marketing in LAMATA
Most organizations use strategic marketing to make plans that will better
influence and guaranty customer satisfaction in their services while also
increasing profits and productivity.

LAMATA has over the years responded to the transportation challenges in

Lagos to develop and implement solutions that are far reaching and impacting.

strategic management of knowledge and organizational learning.

Evaluate its use of strategic frameworks and tools, including the
importance of knowledge in strategic development; strategic
marketing; sustainability, competitive advantage; and managing
strategic corporate change
Organizational Learning and Knowledge Management Strategies in LAMATA.
LAMATA has over the years responded to the transportation challenges in
Lagos to develop and implement solutions that are far reaching and impacting.
Building capacity over the years through learnings and knowledge management
strategies, the organization has become a foremost knowledge-sharing
organization that has used organizational learning as a means of improving
transportation sector both locally and internationally. In achieving these feats,
there are seven main objectives that were developed in assisting the knowledge
management and sharing processes. These objectives are supported by specific
guidelines directed by detailed methods to carry out procedures and practices.
The knowledge sharing objectives according to (LAMATA, 2014), includes;
 LAMATA is highly motivated and incentivized to share knowledge
 Organizational models are developed where knowledge-sharing can
thrive
 Critical knowledge is validated and catalogued
 LAMATA experiences are captured and packaged for effective sharing and
learning
 Knowledge-sharing is systematically planned and implemented
 LAMATA knowledge-sharing results are measured and documented
 We develop strong knowledge-sharing partnerships

LAMATA has been able to solve problems that seem impossible through some
of the objectives listed above and it has fostered strong collaboration within
and outside of the organization.

Evolution of Organizational Learning and Knowledge Management in

LAMATA.
The evolution of knowledge management and Organization learning in
LAMATA could be traced to 2007 when the organization was established. From
inception, the organization has embraced an open system office, in which every
member of staff is treated equally regarding the organizational hierarchy. This
gave members of staff the opportunity to freely share knowledge without
feeling intimidated or oppressed by the superior officers.
Consciously aware of the place and importance of learning and knowledge
management, LAMATA started with the Explicit Knowledge Capturing tool

Link to how to build institutional knowledge - sustainability

, by gathering and keeping different transport journals, newspapers and articles
that are transport related for reference purposes. The newspapers and journals
were later transformed into Books that were kept in a physical library within
the organization for references. The library grew so big and became necessary
to transform the physical library into an electronic library for easy access to
everyone across the organization. The process of the migration from the
physical library to an electronic library through the use of Knowledge Tree
software was initially rejected by the majority of staff members but after series
of training and one-on-one enlightenment, the initiative was later embraced
and widely celebrated by members of staff.
Given its strides and achievement in transforming the face of public
transportation in the State, LAMATA became a State Government agency with
strong goodwill both locally and internationally. The LAMATA brand travelled
far and wide as a brand to reckon with in transportation reform in Africa. Thus,
LAMATA became a “learning” centre for public transportation in sub-Sahara
Africa, including university students and different organizations seeking to
understand or understudy how LAMATA was able to transform the face of
public transportation in the state.
With this responsibility and reckoning, it became necessary for the organization
to evolve from an Explicit Knowledge Capturing Method to a Tacit Knowledge
Capturing Method for ease of knowledge management and organizational
learning. The organization created a knowledge management platform that
could help in capturing the process of project implementation and also
encourage staff members to share knowledge gained while implementing
various projects within the organization. LAMATA believed that knowledge
sharing within the organization should be widely embraced by members of
staff. Based on this, they put a system in place to recognize and reward
(performance appraisal) staff activities. They highlight the outstanding
performance of employees who share knowledge and reward them
accordingly.

In addition, they believe that the perception and contribution of each member
of staff is valuable for the progress of the organization, with this in mind, they
established the knowledge management/sharing champions that comprises of
the chief knowledge officer, the knowledge sharing steering committee, the
central knowledge management officer, down to the various department and
units. The knowledge management officers were responsible for knowledge
management flow. Their responsibilities is to ensure that institutional
knowledge is catalogued and preserved to help in strengthening the
organization just in case any member of staff leaves the organization, their
experiences would have been captured to facilitate future use.

As an organization, LAMATA is committed to continuously and systematically

capturing fundamental lessons learnt in all areas of its project’s implementation.
These processes comprise of different procedures and practices that are well
defined;
1. Capturing Responsibilities: The Organizing Committee responsible for
knowledge capturing ensures that regular interviews are carried out among
colleagues for adequate knowledge sharing. This interviews are focused on
important lessons about current or past events and are based on standardized
guides and models. The interview process varies from written interviews to
video or voice recordings that will be edited and uploaded on the knowledge
sharing platform. The lessons are designed primarily to increase the
effectiveness of the organization, but they can contribute significantly to sharing
our knowledge with the external audience.

2) Lessons from standardized objects: LAMATA’s goal is to develop a

standardized verified data for knowledge and further referencing based on
predefined and accessible templates. This templates may include text and
audiovisual elements.
3) Modification Rights: Knowledge Management contents could only be
modified by the author to preserve the integrity of the content. However,
comments can be added by other members of staff for elaboration. This will
help with originality.
4) Knowledge Acquisition Meetings: After events review meetings are held to
assess deliberations, the lessons of the review sessions are summarized using the
standardized template for record keeping.
5) Exit interviews: LAMATA is very proud of their employees and their
incredible values, they recognize that employment contracts will always come
to an end one day either by retirement or better opportunities somewhere else.
When an employee leaves LAMATA, we can be sure that their invaluable
knowledge remains a part of our heritage and institutional memory. For this
purpose, the organization discusses the exit interviews using video or written
documents for record keeping.
6.) Key takeaways papers: LAMATA always ensure they sponsor most of their
staff members for local and international conferences in order to acquire more
knowledge. On return, the personnel involved in this activity and events isare
requested to write a brief document that reflects their takeaway from the events
with concrete ideas related to the organizations. The documentation is based
on the standard template for sending/uploading "important ideas" in our
knowledge management database.

In summary, organizational learning and knowledge management is a valuable

process for an organization if everyone associated with the organization
follows the due process laid down by the organization. Organizational learning
is intended primarily to encourage organizations and employees to continually
seek to acquire and manage knowledge for the benefit of the organization and
for personal development. Organizational learning does not only provide
sustainable learning opportunities for individuals or group of people, it shows
that learning is relatively moderate and non-provocative.
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