Assessment of Knowledge Sharing Practices on Development and Success in Selected Branches of Ethiopian Insurance Corporation of Western Main Branch

Abstract

Knowledge is one of the most important assets for an organization to create values and sustain competitive advantage. To obtain this advantage proper knowledge management in the organization needed. The presence of knowledge in an organization is useless unless it is shared among its employees. Thus, there should be a good knowledge sharing mechanisms in place for a given organization to achieve its goals. The major objective of this study was to assess the knowledge sharing practices of selected branches of Ethiopian Insurance Corporation (EIC) of Western Main Branch for the development and success of the Corporation. The knowledge sharing tools and the barriers that hinder knowledge sharing has been investigated. For this study, survey research method was used. The required data was collected using questionnaire, interview and observation. Then data was coded, checked and analyzed using SPSS version 16.0. One-way ANOVA statistics was used to examine whether significant difference exist among employees of different educational status on knowledge sharing practices in EIC, to examine whether significant difference exist among staff of different position on knowledge sharing tools and barriers of knowledge sharing in EIC, and a Pearson correlation coefficients was used to examine whether significant relationship exist between knowledge sharing and development/success of EIC. The result of the study were interpreted and described in text, graphs and figures. A total of 53 questionnaires were distributed to the study participants of which 48 questionnaire were filled and returned, a response rate of 90.6% which allows the researcher to continue. A mixed knowledge sharing practices was identified among employees of EIC. Similarly, the result of One-way ANOVA revealed significant difference among employees of different educational status on knowledge sharing practices. Face-to-face communication 87.5%, documentation 83.3% and group discussion 72.9% were with high percentage knowledge sharing mechanism in EIC. Lack of recognition 77.1%, individualism 64.6%, lack of ICT facilities 62.5%, uncomfortable working environment 62.5% and lack of leaders’ commitment 56.2% were among the identified barrier of knowledge sharing in EIC. Significant difference was found on both KS tools and barriers of KS among employees of different position. Conclusively more have to be done on changing the cultural mindset of hoarding knowledge, developing motivational activities, enhancing usage of ICT facilities, provision of different trainings and formal further education. Lastly practice of knowledge management is highly recommended for EIC.