In line with Peter Drucker’s view, knowledge has emerged as a key economic resource as well as the principal and preponderant source of competitive advantages. This study has the objective of exploring the capability of the existing knowledge management (KM) and organisational learning (OL) practices of the Gambia banking sector along with evaluating its required KM and OL practices towards achieving industrial innovative and sustainable competitive advantages. The three theories that dominated this study include the tacit and explicit knowledge, the community of practices, and the knowledge workers’ theories.
This study adopted mixed methods approach and employed a combination of random and purposive sampling techniques to embody the quantitative and qualitative research methods. A sample of 105 employees drawn from senior, middle and junior levels of 5 randomly selected banks plus 30 sampled banks’ customers were used. Questionnaires, interviews, and focus group session were used as data collection instruments. Research hypothesis and research question constructs were tested with SPSS and XLSTAT statistical tools and analytical techniques consisting of Factor Analysis, Cronbach’s Alpha, and Correlation Coefficient. Answers to research questions were further derived from descriptive and deductive statistics as well as from the review of related literature.
The findings of the study show that an established culture for knowledge sharing, employees’ collaborations, and enhanced information technology infrastructure in the banking sector greatly influence employees’ productivity and lead to industrial competitiveness, growth and survival.
With respect to the implications of the research – beginning with research theory, the result of the study has added to the body of knowledge with specific regards to the role of KM and OL on innovative and sustainable competitiveness. It has also helped in highlighting some research gaps thereby creating rooms for further researches. For corporate management, the study has strengthened strategic KM due to the application of best practices and strategies. It has also helped in improving productivity, efficiency and competitiveness in the banking sector due to greater workplace collaborations and the application of the most appropriate business processes.