Knowledge management and the Nigerian culture – a round peg in a square hole?

Knowledge Management (KM) is a key strategy which many organizations have been leveraging upon because of its potentials in achieving competitive advantage. However, factors such as the national culture can impact the efficacy of this strategy. Hence, the aim of this paper is to provide insight into how Nigerian culture influences organizational culture which in turn influences KM practices in Nigerian organizations. Based on a post-positivist stance, this research employs a descriptive survey approach for the data collection and analysis while also incorporating Hofstede’s cultural dimensions. The findings suggest that the hierarchical nature of the society in Nigeria supports centralized decision making; thus influencing the KM practices in Nigerian organizations. Secondly, our findings indicate that a masculine-based culture, which is characterized by the propensity to achieve, may align to the problem of employees exiting organizations. Thirdly, the findings suggest that the short term orientation of Nigerian organizations hinder commitment to relationships and values associated with motivating employees. This paper then concludes by highlighting that lack of trust prevails in Nigerian organizations, but there was no evidence substantiating that the religious and tribal diversities in Nigeria was responsible for it. This research has highlighted the characteristics of culture in a developing country that does not support organizations adopting knowledge management. It has identified the issues that need to be addressed before KM can be adopted, implemented and practiced successfully in organizations within developing countries with similar type cultures.