COLLEGE OF POSTGRADUATE

DEPARTMENT OF MANAGEMENT
MBA PROGRAMS

THE EFFECT OF KNOWLEDGE MANAGEMENT PRACTICE ON

ORGANIZATIONAL PERFORMANCE:THE CASE Of TSEDEY BANK
DEBRE BERHAN CITY BRANCHES.
BY
SHEGAW WELDEGIWERGIS
ADVISOR:
SOLOMON MELESE. (PhD)

JUNE , 2025
DEBRE BERHAN, ETHIOPIA
 DEBRE BERHAN UNIVERSITY
COLLEGE OF POSTGRADUATE
DEPARTMENT OF MANAGEMENT
MBA PROGRAMS.
THE EFFECT OF KNOWLEDGE MANAGEMENT PRACTICE, ON
ORGANIZATIONAL PERFORMANCE, THE CASE OF TSEDEY BANK
DEBRE BEREHAN CITY BRANCHES.

A THESIS SUBMITTED TO THE DEPARTMENT OF MANAGEMENT,

COLLEGE OF BUSINESS AND ECONOMICS,DEBRE BERHAN
UNIVERSITY.
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF MASTER OF BUSINESS ADMINISTRATION.
BY
SHEGAW WELDEGIWERGIS
ADVISOR:
SOLOMON MELESE. (PhD)

JUNE , 2025
DEBRE BERHAN, ETHIOPIA
 APPROVAL SHEET

DEBRE BIRHAN UNIVERSITY COLLEGE OF BUSINESS

AND ECONOMICS DEPARTMENT OF MANAGEMENT

As members of the board of eaminers for the final mba thesis open defense,eamination we
certify read and evaluated the thesis prepared by Shegaw Weldegiwergis entitled “the effect of
knowledge management practices on organizational performance in the case of tsedey bank
debre berhan city branches.is recommended that the thesis be accepted as fulfilling the thesis
requirement for the degree of masters of business administration(MBA)

Board of Examiners

--------------------------------- ---------------------------- ------------------------------

Name of chairperson signature date

Derbie (PhD) ---------------------- ------------------------

Name of External examiner Signature date

Shemekt Kelkaye (PhD) --------------------------- -------------------------

Name of Internal Examiner Signature date

i
 DECLARATION

The undersigned researcher affirms that the thesis entitled “the effect of knowledge management
practices on organizationa performance in the case of tsedey bank debre berhan city branches” is entirely
my own original work, and all sources referenced and cited have been properly indicated and
acknowledged with full citation.

Name: Shegaw weldegiwergis

Signature: _________________

Date: _____________________

ii
 CERTIFICATION
DEBRE BIRHAN UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMEN

This is to certify tha Shegaw Weldegiwergis carried out his study on the topic entitled “the effect
of knowledge management practices, on organizational performance in the case of tsedy bank
debre berhan city branches” this work is orginal in nature and suitable for submission for the
award of the master of business administration(MBA),

Name: Solomon Melese. (Phd).

Signature---------------------------------------

Date-------------------------------

iii
 ACKNOWLEDGMENT
First of all, I would like to thank Almighty God and His Mother, the Blessed Virgin
Mary, for giving me the strength and determination to overcome various obstacles and complete
this research study.

I would like to express my deep gratitude to Dr. Solomon Melese for his invaluable comments
and expert guidance throughout the research writing process. His mentorship has played a crucial
role in shaping the quality and direction of this research.

I extend my sincere thanks and special appreciation to all the respondents who generously
contributed their valuable data, which has been instrumental in the successful completion of this
study. Their voluntary participation has greatly enriched the research findings.

I am deeply grateful to my partners for their unwavering support and encouragement throughout
my years of study and the research process. Their constant belief in my capabilities has been a
source of strength and motivation.

iv
 Table of Contents Page
APPROVAL SHEET ................................................................................................................................................... i

DECLARATION ...........................................................................................................................................................ii

CERTIFICATION ........................................................................................................................................................iii

ACKNOWLEDGMENT ............................................................................................................................................iv

LIST OF TABLES ....................................................................................................................................................... ix

LIST OF FIGURES.......................................................................................................................................................x

LIST OF ABREVIATIONS ...................................................................................................................................... xi

ABSTRACT .................................................................................................................................................................. xii

CHAPTER ONE .................................................................................................................................................. 1

INTRODUCTION ............................................................................................................................................... 1

1.1 Background of the Study ............................................................................................................................ 1

1.2 Statement of the Problem ............................................................................................................................... 3
1.3 Objectives of the Study .................................................................................................................................. 7
1.3.1 General Objective..................................................................................................................................... 7
1.3.2 Specific objectives. ................................................................................................................................... 7
1.4 Research Hypothesis ....................................................................................................................................... 7
1.5 Significance of the study............................................................................................................................... 8
1.6 Scope of the Study ........................................................................................................................................... 8
1.7 The Delimitation of the Study ...................................................................................................................... 8
1.7.1 Thematic Delimitation. ........................................................................................................................... 8
1.7.2 Geographical Delimitation...................................................................................................................... 9
1.8 Organization of the Paper ........................................................................................................................ 9

CHAPTER TWO ................................................................................................................................................10

LITERATURE, REVIEW ...............................................................................................................................10

2.1 Theoretical Review ........................................................................................................................................ 10

2.1.1 The Concepts and Definition of Knowledge .................................................................................. 10

v
 2.1.2 Tacit Kowledge ....................................................................................................................................... 11
2.1.3 Explicit Knowledge ................................................................................................................................ 11
2.1.4 Levels of Knowledge........................................................................................................................ 12
2.1.4.1 Organizationa Knowledge ....................................................................................................................... 12
2.1.4.2 Individual Knowledge ................................................................................................................................ 13
2.2 Knowledge Management .............................................................................................................................. 13
2.3 Knowledge Management Practices ........................................................................................................... 13
2.3.1 Knowledge Acquisition....................................................................................................................... 14
2.3.2 Knowledge Creation. .............................................................................................................................. 14
2.3.3 Knowledge Appilication. ...................................................................................................................... 14
2.3.4 Knowledge Sharing. ............................................................................................................................... 15
2.3.5 Knowledge Storage................................................................................................................................. 15
2.3.6 Knowledge Protection........................................................................................................................... 16
2.4. Theoretical Based View:Knowledge Management and Organizational Performance. .............. 16
2.5 Organization Performance. .......................................................................................................................... 18
2.6 Benefits of Knowledge Management ....................................................................................................... 19
2.7 Review of Empirical Studies on Knowledge Management. .............................................................. 20
2.7.1 Influence of Knowledge Acquisition On O Rganizational Performance. ......................... 20
2.7.2 Influence of Knowledge Creation On Organizational Performance. ....................................... 20
2.7.3 Influence of Knowledge Application On Organizational Performance. ............................... 21
2. 7.4 Influence o Knowledge Sharing on Organizational Performance. ....................................... 22
2.7.5 Influence of Knowledge Storage on Organizational Performance. ......................................... 22
2.7.6 Influence of Knowledge Protection on Organizational Performance. ................................... 23
2.8 Identification of knowledge gap. ............................................................................................................... 24
2.9 Conceptual Framework of the Study ....................................................................................................... 25
2.10 Relationships in the Conceptual Framework ........................................................................................ 26

CHAPTER THREE ...........................................................................................................................................27

RESEARCH METHODOLOGY ..................................................................................................................27

3.1 Introduction ....................................................................................................................................................... 27

3.2 Desecription of Study Area. ........................................................................................................................ 27
3.3 Research Design ............................................................................................................................................. 28

vi
 3.4 Research Approach ........................................................................................................................................ 28
3.5. Target Population And Sampling Methods........................................................................................ 29
3.5.1 Target Population .................................................................................................................................. 29
3.5.2 Sampling Methods of The Study. ....................................................................................................... 30
3.5.3 Sample Size Determination. ................................................................................................................ 30
3.6 Data Source And Data Collection Tools ................................................................................................. 31
3.6.1 Data source.............................................................................................................................................. 31
3.6.2 Data Collection Instrument ................................................................................................................. 31
3.7 Method of Data Analysis ............................................................................................................................. 31
3.8 Model Specification ...................................................................................................................................... 32
3.9 Validity And Reliability Check. ............................................................................................................... 32
3.9.1 Validity Check. ........................................................................................................................................ 32
3.9.2 Reliability Check. .................................................................................................................................... 33
3.10 Ethical Consideration ................................................................................................................................. 34

CHAPTER FOUR ..............................................................................................................................................35

DATAPRESENTAION,ANALYSIS,AND,INTERPRETATION .......................................................35

4.1 Introduction ...................................................................................................................................................... 35

4.2. Response rate ................................................................................................................................................... 35
4.2.1. Demographic Information Of Respondents. ................................................................................. 36
4.3. Descriptive statistics, of main variables of the study. ......................................................................... 37
4.3.1. Knowledge acquisition ..................................................................................................... 38
4.3.2 knowledge creation ............................................................................................................ 39
4.3.3. Knowledge Application .................................................................................................... 40
4.3.4. Knowledge sharing ........................................................................................................... 42
4.3.5 Descriptive Statistics for Knowledge, storage .................................................................. 44
4.3.6. Descriptive Statistics for Knowledge protection. ............................................................. 45
4.3.7. Descriptive statistics for organizational performance. .................................................... 46
4.3.8. Summary Results of Descriptive Statistics ....................................................................... 48
4.4 Inferential, Statistics Analysis. ................................................................................................. 49
4.4.1 Correlation Analysis of KM dimensions, and organizational Performance. ..................... 49
4.4.2 Multiple Regression, Analysis Assumption Tests ............................................................ 52

vii
 4.4.3. Multiple Regression: Model Summary And ANOVA Test Analysis. ............................ 56
4.4.3.1 Model Summary Test Resualt .................................................................................... 56
4.4.3.2 Analysis of Variance/ANOVA/Tes Resualt ............................................................... 56
4.4.3.3. Regression Coefficients On The Effect Of Km Practice .......................................... 57
4.5 Hypothesis result and Discussions ........................................................................................ 59

CHAPTER FIVE ............................................................................................................................. 63

SUMMARY,CONCLUSION,AND RECOMMENDATION ....................................................... 63

5.1 Summary Of The Major Findings. ............................................................................................ 63

5.2 Conclusion ................................................................................................................................ 66
5.3 Recommendation ...................................................................................................................... 67
5.4 Limitations ,And Suggestions ,For Future Research .............................................................. 69

REFERENCES ................................................................................................................................. 70

APPENDIXES .................................................................................................................................. 81

viii
 LIST OF TABLES
Table 3.1:- population of the study .................................................................................................. 29
Table 3.2: Sample size determination. ............................................................................................. 30
Table 3.3: Reliability Test Result ..................................................................................................... 34
Table 4.1:Response Rate .................................................................................................................. 35
Table 4.2: Respondant, Demographic ............................................................................................. 36
Table 4.3:Mean and Standard Deviation፣ for Knowledge Acquisition .......................................... 38
Table 4.4:Mean and Standard Deviation ,for knowledge creation. .................................................. 39
Table 4.5:Mean and Standard Deviation for Knowledge Application. ............................................ 40
Table 4.6 mean and standar deviation, for knowledge sharing . ..................................................... 42
Table 4.7 :Mean and Standard Deviation, for Knowledge storage. ................................................. 44
Table 4.8:Mean and Standard Deviation for Knowledge protection. ............................................... 45
Table 4.9 :-mean and standard deviation for Organizational Performance ...................................... 46
Table 4.10: summary result of descriptive statistics ........................................................................ 48
Table 4.11:Correlation ,Analysis result. ........................................................................................... 50
Table 4.12:Multi- collinearity, test result ......................................................................................... 52
Table 4.13:Model Summary b .......................................................................................................... 56
Table 4.14: Analysis of Variance Test Result .................................................................................. 56
Table 4.15: regression coefficients ................................................................................................... 57
Table 4.16:Summary Of The Hypothesis Test Result. ..................................................................... 62

ix
 LIST OF FIGURES

Figure 2.1:Conceptual Framework ................................................................................................... 25

Figure 4.1:Normality test ................................................................................................................. 53
Figure 4.2: linearity assumptions .................................................................................................... 54
Figure 4.3:Heteroscedasticity, Test resualt ...................................................................................... 55

x
 LIST OF ABREVIATIONS

MBA -------------------------------------------- Master Of Business Administration

KM ------------------------------------------------Knowledge, Management

KA ---------------------------------------------- Knowledge, Acquisition

KCR -------------------------------------------- Knowledge Creation

KAP ----------------------------------------------Knowledge Application

KSH ---------------------------------------------Knowledge, Sharing

KST -----------------------------------------------Knowledge, Storage

KPR --------------------------------------------Knowledge Protection

OP -------------------------------------------- Organization, Performance

SPSS --------------------------------------------Statistical Packages For Social Sciences

ANOVA ---------------------------------------Analysis Of Variance

xi
 ABSTRACT

The main objective of this study investigate the effect of knowledge management practices on the
organizational performance the Case of Tsdey Bank Debre Birhan City Branches. The
researcher used an explanatory and descriptive research design in order to achieve the research
goal. A simple random sampling technique was used to select 166 respondents. A quantitative
approach was used. Through the use of questionnaires, data were gathered and SPSS software
was used for analysis. Both descriptive and inferential statistical techniques, such as frequency
distributions, means, standard deviation, correlation, and regression analysis, were used to
analyze the gathered data. The most crucial step involved using a multiple regression model to
identify the cause and effect relationship between the independent and dependent variables. The
findings indicated that, variables namely, knowledge acquisition,knowledge application,
knowledge sharing, knowledge storage and knowledge protection have a significant positive
impact on the organizational performance of Tsedey Bank Debre Berhan city Branches.
Conversely, the study found no significant impact of knowledge creation on organizational
performance. The study found a positive relationship between knowledge management dimensions
and organizational performance at Tsedey Bank. Regression results showed that, except for
knowledge creation, all dimensions had a significant positive effect, with 80.1% of performance
variation explained by these practices.The study found that key know ledge management
dimensions acquis ition, appli cation, shar ing, storage, and prot ection significantly enhance
organizational performance at Tsedey Bank, Debre Berhan City Branches. It recommends
actively capturing internal and external knowledge, prom oting effective knowledge use,
encouraging open commun ication and knowledge shari ng, maintaini ng secure and acc essible
storage systems, and strength hening data pro tection through robu st security measures.

Key Words: knowledg acquisition,know ledge creation,know/ledge application, knowledge

sharing , knowledge storage, knowledge protection, and organization performance.

xii
 CHAPTER ONE
INTRODUCTION

This chapter presents the background of the research, the declaration of the problem, the
objectives of the study and significance of the study. The chapter discusses the scope of the
study more, study delimitations.
1.1 Background of the Study
The emergence of commercial bank in Europe and North America played a crucial role in
facilitating industrialisation and trade. The performance of banks in Europe tends to vary
significantly influenced by differing economic conditions, regulatory frame works and market
dynamics present in various countries (Barroso, M., & Laborda, J., 2022) Financial institutions
that engage in digital transformation can improve operational efficiency lower expenses and
provide superior service to their clientele (Ainwumi A. Adesina, 2024).
A number of African nations encounter economic difficulties including low GDP per capita,
elevated unemployment rates, and reliance on commodity exports. The overall performance of
banks can be influenced by various factors, impacting loan quality profitability and growth
opportunities. It is essential for banks operating in Africa to effectively manage risks, including
credit risk operational risk, and compliance risk. Elements like political instability currency
fluctuations and cyber security threats create obstacles for effective risk management strategies
and inadequate knowledge management (Ainwumi A. Adesina, 2024).
Tsedey Bank is a prominent financial institution in the region with several branches located in
Debre Birhan City. Knowledge management /practices involve strategies, processes, and tools
designed to facilitate the creation, sharing, retention, and utilization of knowledge within an
organization. Understanding the impact of such practices on organizational performance is vital
for the bank and other similar institutions.
The demand for effective knowledge management was becom critical organizations today as clear
that competitive advantage of these organizations can be found in the attractive and retention the
corporate knowledge (Lee, H., & Choi, B., 2003)This evidently presupposes that organizations
can survive and thrive only when treated knowledge well as they will bee treat any other strategic
irreplaceable asset that turn contributes to their cor competence thus knowledge management
about the utilization of intellectual capital to improve organizational performance (Stankosky,
1
2008) (Ahmed, H. M. Z., & Mohamed, M. S., 2017) (Felix, E. G. S., & Guillermo, 2017)and
(Hayfa, J., & Abdullah, M. (2018), 2018) (Akram, K., & Hilman, H, 2018).
according to Forghani, M. A., & Tavasoli, A, (2017) During this competitive and knowledge-
driven era, knowledge and knowledge operation are fundamental challenges.Knowledge
operations have recently emerged as a strategic instrument for improving organizational
performance.Transferring individual expertise to the association in order to improve
organizational performance is known as knowledge /operation.Organizational objects can be
attained and improved through the generation, collection, association, /and use of knowledge.
Knowledge acquisition, knowledge exchange, storage, and operation are other components of
knowledge management.The improvement of organizational performance is a key advantage of
using KM methods in associations.Modern institutions value knowledge management
commercially. Banks, insurers, and other Financial institutions worldwide increasingly recognize
knowledge as a critical strategic asset for enhancing decision making, risk management,
marketing, and customer relationship management (Oyeneyin, 2020).
Large banks invest heavily in advanced knowledge management systems such as Decision
Support Systems, Data Warehouses, and Data Mining tools to gain competitive advantage.
Studies in developed markets have shown positive effects of knowledge management practices on
organizational performance (State, 2021). However, in the context of Ethiopian banks,empirical
research on how specific knowledge management dimensions affect performance remains limited
and fragmented. Existing studies often overlook branch-level analysis or focus mainly on
qualitative insights without rigorous quantitative validation.
This study addresses /this gap by investigating /the impact of comprehensive knowledge
management practices including knowledge acquisition,creation, sharing, storage, application,
and protection on the organizational performance of Tsedey Bank’s Debre Berhan City branches.
Unlike previous research, this study /applies a quantitative /approach using primary data collected
from bank employees, offering novel insights specific to Ethiopia’s unique banking environment.
Understanding these dynamics is crucial given the rapid transformation in the banking sector
accelerated by global disruptions and intensifying competition.By filling this research gap, the
study provides both theoretical contributions to knowledge management literature in emerging
economies and practical recommendations to help Ethiopian banks strengthen their competitive
position through effective knowledge management.

2
1.2 Statement of the Problem
In the recent knowledge is acrucial competitive edge and a vital instrument for improving
organizational performance.the ablity to acquire knowledge both internal and external sources
play a pivotal role in determining success,. The importance of knowledge in human life has
increased to the point that it has become an essential part of daily life and the need to manage
knowledge has become a critical component of activities in countless disciplines (Khoualdi,
2019).
The relationship between knowledge management and organizational performance has been
investigated by many researchers across different sectors,such as Technology (Tadesse, A., &
G/Michael, M, 2022),Health care Management (Abera, 2021),small and medium sized enterprises
(Boanta, 2019), European Business (co, 2021) ,African SMEs (Bekele, 2022), Education
(Djangone, 2021), Banking (Nguyen, 2024), and othor Impact of Knowledge Management on
Organizational Performance Excellence in Private Jordanian Universities in the Northern Region.
(Mohailan, 2024).
Limited control affects bank performance Osamwonyi, (2014). Poor infrastructure and poor tech
adoption impair service quality. Service suffered from weak customer relationship management
and personnel investment (Young, 2021). Research studies that examine knowledge management
techniques and how they relate to organizational performance are crucial in this regard (Forghani
M. &., 2017).Banks was a relationship with customers and a huge customer base through their
extensive branch networks. If banks wish to offer appropriate products and services They
need to acquire customer knowledge and develop their services and products to meet customer
expectations. Therefore, proficiency in acquiring and utilizing knowledge is the engine
driving the ability of banks to produce value for customers (Ping, L., & Kebao, L. (2010), 2010)
(Ribiere, V., & Chou, C, 2001); (Shih, K. H., Chang, C. J., & Lin, B, 2010).
Although the study conducted by Nguyen, L., Tran, K., & Le, N, (2021), emphasized the
importance of knowledge management practices in enhancing organizational performance and
explored the mediating role of organizational culture, their research was conducted in a different
national and institutional context. Their findings are largely based on organizations operating in
foreign environments with different organizational structures, technological maturity, and cultural
dynamics. In contrast, this study focuses specifically on Tsedey Bank in Debre Berhan City,
Ethiopia, where the organizational and economic contexts are significantly different. Furthermore,

3
while Nguyen et al. focused on the mediating effect of organizational culture, the current study
directly investigates the impact of individual knowledge management dimensions namely
knowledge acquisition, sharing, application, storage, protection, and creation on organizational
performance without mediation. This study fills a critical gap in the literature by providing
empirical evidence from the Ethiopian banking sector, where limited research has been conducted
on the direct relationship between knowledge management practices and organizational
performance using quantitative methods. Therefore, this research offers new, context-specific
insights that are both practically relevant and academically valuable. Given the fast-paced and
competitive nature of the banking industry, Tsedey Bank must recognize the significance of
knowledge management practices to maintain its competitive edge. By effectively managing and
leveraging knowledge, the bank can stay up-to-date with the latest innovations, industry trends,
and customer demands. This in turn can lead to improved decision-making, enhanced customer
service, streamlined operations, and overall organizational performance.
Although previous research Fani, M., Sadeghi, M., & Sadeghi, M., (2015), shown that knowledge
management dimensions positively influence organizational performance, their studies were
conducted in different countries and organizational contexts. There is a lack of empirical evidence
specifically focused on the Ethiopian banking sector, particularly at the branch level. Therefore,
this study is necessary to examine whether the same relationships hold true in Tsedey Bank,
Debre Berhan City Branches, providing context-specific insights that can guide practical
improvements in knowledge management within Ethiopian financial institutions.
In line with this Gakuo, E. W., & Rotich, G, (2017) investgat that know/ledge acquisition,
knowledge conversion,and knowledge applic/ation was significant and posistive impact on
organizational performance. Additionally, knowledge protection has a strong effect on the
performance of commercial bank i/n Kenya. However, the findings of (Djangone, A., & El-
Gayar, 2021) suggest that kn/owledge acquisition and know/ledge utilization have a significant
influence on organizational performance, but knowledge sharing has no significant relationship
with organizational performance. another research result also a study to investigate the
influence of knowledge sharing on the compet/itive advantage of commercial bank in Kenya. The
study finding demonstrated a significant positive correlation between knowledge sharing and
competitive advantage indicat that effe/ctive knowledge sharing practices are closely linked to
enhanced financial performance among the participating banks. (Juma M. M., 2024).

4
Furthermo/re, Gabriel, A. O., Oluwatosin, O., & Temitayo, J, (2024) conducted //rese/arch on
Knowledge Management and Organizational /Performance in Japan, focusing on /Selective
Deposit Banks. The findings indicate that knowledge transfer and knowledge utilization
influence organizational performance, but kno/wledge /creation /and kno//wledge sto/rage do not
influence the performance of the sele/cted deposit money banks. Conv/ersely another study by
Ewomazino, G. O., & Demaki, G. O, (2024) findin/gs that kno/wledge creation has a significant
positive influence on the performance of commer/cial bank organization in Nigeria.
This phenomenon shows that there is disag/reement /concerning the relati/onship between the
knowledge management practice and org/anizational performance. Therefore conducting
further studies to fill this discrepancy is necessary.
According to a research study conducted by Nguyen, T., Truong, H., & Phan, D, (2019) in
Vietnam the banking industry is indeed h/ighly competitive and organizations within this industry
are striving to improve their performance gain a competitive advantage. The study emphasized
the importance of knowledge management practices such as knowledge acquisition, conversion,
creation, storage, and sharing, in enhancing organizational /performance fostering innovation and
ensuring customer satisfaction. The researchers noted that the banking industry faces unique
challenges in effectively managing knowledge. This is suppo/rted by existing research(Oyeneyin,
2020)which explains that banks face KM challenges such as information silos, regulatory
constraints, and low knowledge sharing due to rigid structures. These findings confirm that the
banking sector's KM issues are distinct from those in other industries.One of the challenges
identified is the presence of multiple departments and branches within banking organizations.
This can hinder effective knowledge collaboration and sharing, as knowledge might be
fragmented and difficult to access across different locations. Therefore, addressing knowledge
management challenges is crucial for banking institutions to remain competitive and successfully
leverage their knowledge assests. Fani, M., Sadeghi, M., & Sadeghi, M., (2015) shown that
knowledge management (KM) practices significantly enhance organizational performance, these
studies are largely conducted in developed countries, within well-established institutions, and
under different economic, technological, and organizational conditions. As a result, their findings
may not fully reflect the realities faced by banks in developing nations like Ethiopia.
However,previous studies examin the relationship between knowledge managemenet process and
organizational performance in the Ethiopian banking industry are scarce and often focus on only

5
certain independent variables.in addition there is no previous study on Ethiopia banks including
the knowledge protection variable.to address this gap and test new variable. the study aims to
expand its scope by including a wider r/ange of indepen/dent variables.by doin/g this it seeks to
identify additional factors that can influence organizational performance.moreover there are very
few previous studies on the relationship between knowledge managemenet practices and
organizational performance in the Ethiopian banking industry,especially in the case of Tsedey
Bank.
Therfore this study sought to fill these gaps by investigating the effect of knowledge
managemenet practices on the organizational performance of Tsedey Bank in Debre Birhan city
branches.

6
 1.3 Objectives of the Study
1.3.1 General Objective
The general objective of this study is to investigate the effect of knowledge management practices
on the organizational performance of Tsedey Bank in Debre Berhan City Branch.
1.3.2 Specific objectives.
1. To examine the effect of knowledge acquisition, on organizational performance of Tsedey
Bank, Debre Berhan City Branches.
2. To assess the effect of knowledge creation, on organizational /performance of Tsedey Bank,
Debre Berhan City Branches.
3. To identify the effect of knowledge Application, on /organizational performance of Tsedey
Bank, Debre Berhan City Branches.
4. To analyze the effect of /knowledge /sharing, on organizational performance of Tsedey Bank,
Debre Berhan City Branches.
5. To determine the effect of /knowledge Storage, on organizational performance Tsedey Bank,
Debre Berhan City Branches.
6. To investigate the effect of knowledge /protection, on /organizational performance of Tsedey
Bank, Debre Berhan City Branches.
1.4 Research Hypothesis
The hypotheses on the effect /of knowledge /management pr/actice, on organizational
performance are proposed as follows.
Ha1: Knowledge acquisition significantly,and /positively affect organizational performance of
Tsedey Bank, Debre Berhan City Branche.
Ha2: knowledge creation significantly,and positively affect organizational performance of Tsedey
Bank, Debre Berhan City Branche.
Ha3: knowledge Application significantly, /and positively af/fect organizational performance of
Tsedey Bank Debre Berhan City Branche.
Ha4: knowledge sharing significantly, and positively affect organizational performance of Tsedey
Bank Debre Berhan City Branche.
Ha5: knowledge Storage significantly, and positively affect organizational performance of Tsedey
Bank Debre Berhan City Branches.
Ha6: knowledge protection significantly, andpositively affect organizational performance of
Tsedey Bank Debre Berhan City Branche.

7
1.5 Significance of the study
The study has provides insights into the effect of knowledge management practices on the
organizational performance of Tsedey Bank Debre Berhan City Branch. It aims to benefit all
stakeholders, including the bank's boa/rd members, human resource managers, branch managers,
and the broader community associated with the bank. This research has con/tribute to filling the
empirical literature gap regarding the influnce of knowledge man/agement practices on
organizational p/erformance within the Ethiopian banking sector. Additionally, the findings was
enhance the understanding of the bank's/ community about the nature and effects of knowledge
management practices on organizational performance. Furthermore,the study was serve as a
benchmark for /future research in the area of knowledge management. Therefore, this study aims
to address these gaps by investigating the effect of knowledge management practice on the
organizational performance of Tsedey Bank in Debre Berhan City branches.
1.6 Scope of the Study
This study focuses on, the effect of knowledge management practices on organizational
performance of Tsedey Bank, Debre Berhan City Branches It mainly focuses on one of the
knowledge management practices area: knowledge management practices and associate it with
the respective knowledge /management practices (knowledg/e acqui/sition, knowledge creation,
knowledge Application, knowl/edge sharing , kno/wledge Storage and knowled/ge protection),
and attempt to assess their contribution to the banks. Finally, the study will try to identify the
effect of knowledge management practices on organizational performance of tsedey bank in
debre berhan city branches practice. Andalso the study limited to November 2024 to June 2025.
1.7 The Delimitation of the Study
1.7.1 Thematic Delimitation.
the study has been delimited to investigate the effect of knowledge management practices, on
organizational performance.It has explor the effect of six dimensions of knowledge management
practices (knowlege acquisition, creation, application, storage, sharing, and protection) on
organizational performance.

8
1.7.2 Geographical Delimitation
The study has been delimited geographically to the banking sector. Specifically, this study is
limited to Tsedey Bank Debre Berhan City Branches.
1.8 Organization of the Paper
This final paper is organized into five chapters. Chapter One provides an introduction, including
the general background of the study, statement of problem,,Research Question research
objectives, hypotheses, significance, scope, and Delimitation, Chapter Two presents a literature
review, discussing relevant theories and research conducted by various authors related to the
topic, and concludes with the study's and knowledge gap, conceptual framework. Chapter Three
presents a Desecription of Study Area, outlines the research methodology, detailing the research
design, target population, sample size, sampling techniques, research instruments, data sources,
and data analysis procedures employed in the study. Chapter Four is dedicated to data
presentation, analysis, and discussion of the findings. Finally, Chapter Five offers a summary of
the main findings, conclusions, recommendations and Suggestions for Future Research.

9
 CHAPTER TWO
LITERATURE, REVIEW
This chapter aims to present a review of related literature conducted by various researchers on the
effect of knowledge management practices, on organizational performance. Therefore this chapter
primarily focuses on the concepts of knowledge,knowledge management,and theories of
knowledge management, as well as the theoretical review of the study, empirical studies,
identification of knowledge gaps, and the conceptual framework of the study.
2.1 Theoretical Review
2.1.1 The Concepts and Definition of Knowledge
Knowledge is considered a critical asset for organizations highlighting the need for effective
knowledge management practices to foster innovation and maintain a competitive advantage
(Alavi, M., & Leidner, D. E, 2022). Knowledge is a crucial asset for organizational success (Ing-
Long, S., & Jian-Liang, L, 2014) and (Swan, J., & Newell, S., 2000) Knowledge has a collection
of data and information. it includes the view points, expertise, and background of
professionals.Various forms of knowledge include tacit, explicit, individual, and collective.
Clearly, understanding serves as a connection among individuals. Knowledge activities include
identifying, creating, storing, sharing, and applying knowledge (Serrat, O, 2017).Knowledge is a
broad and abstract concept that has shaped epistemological discussions among philosophers and
researchers since its inception, as it pertains to distinguishing right from wrong, leading to
ongoing debates and comprehensive studies of knowledge from diffirent
angles.Nonetheless,numerous epistemologists, researchers, and philosophers strive to define it
from their unique perspectives, yet consensus remains elusive. The origins of human
understanding extend back to the dawn of human history on palnt (Binibrahim, 2019).

10
2.1.2 Tacit Kowledge
Tacit knowledge is the knowledge that comes from life experience both in ones personal and
professional life. Since it depends on our individual views and values it is frequently subjective
and informal making it challenging to share or articulate. One type of knowledge that comes from
firsthand experience is called tacit knowledge. Because it differs from person to person it is
difficult to describe. Tactic knowledge presents difficult problems and barriers when people
attempt to comprehend the perspectives of others even though it frequently offers various contexts
for problem solving. (Somasundaram, 2024). It is owned by the experts who transmit it through
training and mentoring. This type of knowledge is subjective and practical, allowing it to be
applied here and now.” However, sharing secret knowledge can be challenging, as what comes
easily to someone with extensive experience may be difficult to grasp for others. For years, it's
not so easy for someone who has never tried it. When explaining how things work, experienced
individuals often ignore some details because they seem obvious to them, but they are not so
obvious to someone who is just learning. (Rossingol, J, 2024) .
2.1.3 Explicit Knowledge
The most tangible form of knowledge is explicit knowledge, which incl udes all data processed,
structured and int erpreted, such as documents, manuals, reports and compa ny policies. This type
of knowledge is easy to art iculate, record and store in a physical form, making it easily
accessible (Rossingol, J, 2024) Explicit knowle dge that can be or ganized in a formal, structured
language and communicated through dialogue or writing. Examples of explicit knowledge include
a phone book, a user guide or a research report. Explicit kn owledge refers to infor mation that
can be organized in a formal and syst ematic way. (Serrat, O, 2017)

11
2.1.4 Levels of Knowledge
"In terms of knowledge, several scholars have not yet reached a consensus on their classification.
Knowledge can be divided into individual and organizational types. Individual knowledge exists
within the human spirit, while organizational knowledge develops through interactions between
technology and individuals" (Baldasaro, 2014)). It is essential to manage these two types of
knowledge to ensure that they are consistent with the expectations of the current era and the
growing demand for service delivery from organizations,

2.1.4.1 Organizationa Knowledge

The sum of all business-critical knowledge within an organization is known as organizational
knowledge. This covers a range of data, including technical assistance, courses learned, manuals
and handbooks, intellectual property, and more. This knowledge, which is used to sustain the
organization's operations, is collected from several people who create, utilize, and share it during
the course of their jobs (Rossingol, J, 2024).
Knowledge management was put into practice as a paradigm for treating knowledge as an asset
inside the company (Fiseha, 2015).The majority of organizational knowledge is based on the
effective participation of the main players in the knowledge management process of an
organization, which has a direct impact on the extent of organizational innovation. The four
distinct organizational knowledge behaviors are as follows: (1) organizational knowledge is
unique (inimitable), meaning that it cannot be replicated in another organization because it is
context-specific; (2) organizational knowledge is employee-expert and knowledge-rare; (3)
organizational knowledge is valuable, which means that it is present in the organization and
contributes to the organization's success, so it should be managed and utilized appropriately; and
(4) organizational knowledge is non-substitutable, which is a very important feature since it
cannot be replicated (Komanyane, 2010).

12
2.1.4.2 Individual Knowledge
Employee knowledge that could make a contribution to organizational success was individual
knowledge. Employees' explicit or tacit individual knowledge has the potential to add value to the
product, customer, and thus the organization (Tavasoli, 2017) Individual knowledge is the
individual capability that utilizes an organization's achievement with investing knowledge it
possesses close connection to the employees' knowledge sharingWithout employees' sharing
knowledge the organization's ability to optimize its most valuable knowledge asset declines
enormously (Haimanot, S., & Emnet, N, 2019).Personal knowledge has broader usage with
sharing and dissemination of personal knowledge: through exchange of experience, mini-
meetings, face-to-face discussion, and other methods for knowledge sharing
2.2 Knowledge Management
Knowledge management activities include knowledge encoding, acquisition, storage, application,
transfer, and sharing (Lu, 2022). As managers recognize that a large portion of their company's
value is contingent upon their ability to produce and manage knowledge, knowledge management
(KM) has grown to be a key topic for many big businesses. To achieve a long-term competitive
advantage, which fosters innovation and improves organizational performance, managers must
fulfill their role in implementing efficient knowledge management procedures. The increasing
demand for knowledge management in all areas, whether inside or outside the organization, is
highlighted by the competitive environment in both local and international markets.
2.3 Knowledge Management Practices
a critical step in a business company's knowledge management strategy. They involve information
creation and acquisition, knowledge transfer, knowledge interpretation to achieve organizational
goals, and knowledge application to achieve organizational goals. (Nemwel O. , 2013) In order
for businesses to be more productive and thrive in a competitive market, they should consider
smart and adaptive solutions such as KM processes and best practices (Prusak, 2010). Based on
knowledge-based theory, some academics have created conceptual models that include key
knowledge management strategies. Additionally, there are several ways to design and configure
KM practices. For example, the life cycle model of (Nissen, e tal, 2009) The knowledge
management process is closely related to organizational performance, and it consists of four basic
steps: knowledge acquisition, storage, sharing, and application. As a result, many models are
examined in order to describe KM methods from different angles. Six of the fundamental

13
practices are taken from the models used in this research. Among these are knowledge
acquisition, knowledge creation, knowledge application, knowledge protection, and knowledge
storage, all of which have been utilized in the past to assess KM practices.
2.3.1 Knowledge Acquisition.
Knowledge acquisition operations may include learning about design technologies, identifying
industry knowledge, gathering data about potential customers, and learning about cutting-edge
operational methods that are vital to the business (Matar, I., & Raudeliūnienė, J, 2021)
Knowledge acquisition includes organizational methods and procedures that are intended to
gather information from both inside and outside the organization (Pacharapha, 2012) states that
knowledge acquisition involves creating and improving insights as well as making connections.
Examples of knowledge acquisition include buying datasets, keeping up with technological
breakthroughs, obtaining a patented process, sending workers to outside training courses, running
external surveys, obtaining a knowledge-rich company, and gaining insights through competitive
intelligence (Holsapple, 2001).
2.3.2 Knowledge Creation.
Knowledge management in the banking sector is particularly significant as financial institutions
deal with amounts of information and rely on efficient knowledge transfer to maintain customer
trust and operational efficiency. ( (Mitchell, R., & Boyle, B, 2010). Theories of knowledge
management, such as Nonaka's model highlight the importance of creating, storing and sharing
knowledge within organizations. The process of generating knowledge highlights the activities
aimed at developing new concepts. ( (Mitchell, R., & Boyle, B, 2010). asserts that the ability to
create knowledge within an organization refers to its competence in developing new concepts and
solutions across multiple aspects of its operations, including management processes, products and
services, and technological advancements. ( (Un, C. A., & Cuervo-Cazurra, A, 2004).
2.3.3 Knowledge Appilication.
The application of Knowledge involves utilizing information to improve processes, products, and
decision-making, which will directly impact organizational efficiency and competitiveness.
(Otundo, 2023).According to (Massingham, 2014) The practices of applying knowledge enhance
efficiency by reducing errors and conserving time. This knowledge application process entails
utilizing information obtained and shared from both tacit and explicit sources, as well as
originating from within the organization and outside it, to align with the organizational needs

14
regarding its strategic goals, address issues, and make informed decisions. It is an active process
through which knowledge assets are converted into value and manifested in technical and
management processes as services and products. (Kimaiyo, J. et al, 2015).
2.3.4 Knowledge Sharing.
"Knowledge sharing have enabled organizations to shift their focus towards utilizing existing
knowledge, fostering an environment conducive to innovation, instead of restricting themselves to
merely the most effective solutions. (LLaudon, 2012). The success of knowledge sharing hinges
on the receiver's ability to understand and implement the information as a foundation for their
actions. The extent to which new knowledge is absorbed relies on factors such as the credibility of
the source, a reliable atmosphere, the /pertinence of the information, and its ability to provide
insights for improved performance. The effectiveness of kno/wledge shari/ng is directly
influenced by the interplay between organizatio/nal technology, processes, and individuals.
(Holste, 2010) (Bhatt 2001). Presentation involves delivering knowledge in a format that is easily
usable by the intended audience, allowing for /flexibility in how knowledge content is arranged,
selected, and integrated (Lettieri, E., Borga, F., & Savoldelli, A, 2004).
2.3.5 Knowledge Storage.
The organization and preservation of knowledge for future use is referred to as knowledge
storage. (Antunes, H. D. J. G., & Pinheiro, P. G., 2020) This covers, among other information
systems, the management of databases and the maintenance of document repositories. Numerous
empirical studies have shown that companies are able to produce knowledge but are frequently
unable to adequately manage and keep it. The need for effective knowledge management within
firms is emphasized by this. Knowledge storage includes both the retention and recording of
individual and organizational knowledge in a manner that makes it simple to retrieve. In order to
later access, it entails using technical systems, such contemporary hardware and software, as well

15
as human processes to identify, code, and index knowledge inside the firm. Additionally, it offers
a conceptual framework for knowledge management procedures, highlighting the crucial function
of knowledge storage and retrieval in facilitating easy access to knowledge and supporting
organizational memory (Karadsheh, Let al, 2009).
2.3.6 Knowledge Protection
Due to the competitive advantages to be gained from knowledge and the significance of
researching knowledge risk events in order to improve organizational knowledge protection
procedures, organizations are now giving greater attention to knowledge protection, with an
emphasis on the competitive advantages to be gained from effectively managing knowledge
assets. ( (Thalmann, S., & Ilvonen, I, 2020) Knowledge /protection, according to (Thalmann, S.,
& Ilvonen, I., 2018) is defined by a company's formal practices and an individual's informal
practices to prevent knowledge loss, spillover, or unwanted disclosures. Legal safeguards, such as
patents, contracts, trade secrets, and copyright, help a b/usiness safeguard its knowledge (Gast, J.,
Zimmermann, J., & Gable, M, 2019)." prot/ect their information. Companies can safeguard their
knowledge lawfully through intellectual property protections like patents, trademarks, and
copyrights. (lin H,f,2007).
2.4. Theoretical /Based View/:Knowledge Man/agement and Organizational
Performance.
The Knowledge-Based View/ builds on this groundwork by highlighting the importance of
knowledge integration mechanisms as the key factor influencing organizational capabilities. It
posits that companies that /successfully merge /specialized knowledge are more likely to
experience enhanced innovation and improved operational efficiency. Dynamic Capabilities
Theory. (Teece, D. J., Pisano, G., & Shuen, A, 1997) This theo/retical framework is further
enhanced by illustrating how organizations need to consistently adjust their knowledge processes
to sustain their competitiveness in evolving/ environments. Research has shown that well-
functioning KM systems boost performance through various channels: improving the quality of
decision-making, minimizing re/dundant learning, and promoting innovation. (Zaim, H., Yaşar,
M. F., & Ünal, O. F, 2019).
However,significa/nt theoretical challenges remain, including the need for better
conceptualization of knowledge assets in digital environments and more robust measurement of

16
KM-performance linkages , The Knowledge-Based View (KBV) of the firm asserts that
knowledge is not merely a strategic resource but the most essential asset in contemporary
organizations. Researchers like Grant (1996) highlight that the processes of knowledge creation,
utilization, and transfer are vital for driving innovation and achieving competitive advantage.
Dynamic Capabilities Theory cente/rs on a firm's capacity to adjust, combine, and reorganize
internal and external skills, including knowledge, to respond to swiftly changing environments. In
the case of Ethiopian banks, amidst continuous technological and regulatory changes, knowledge
management acts as a dynamic capability that allows organizations to stay flexible, foster
innovation, and maintain performance over the long term.. (Teece, D. J., Pisano, G., & Shuen, A,
1997).
Balanced Scorecard (BSC). To assess performance comprehensively, this research utilizes the
Framework proposed by Kaplan (1992). The Balanced Scorecard (BSC) indicates that
organizational performance should be evaluated not only through financial metrics but also by
considering customer satisfaction/, internal processes, and learning and growth. Knowledge
Management (KM) impacts all four of these areas by enhancing service delivery, improving
customer experience, increasing employee capabilities, and fostering innovation. Consequently,
this framework bolsters the multi-faceted approach to evaluating organizational performance
employed in this study.
Resource-Based View (RBV). The convergence of knowledge management (KM) and
organizational effectiveness has become a vital topic of exploration in modern management
research, utilizing various theoretical lenses to clarify how intellectual capital aids in gaining
competitive advantage. Rooted in the Resource/-Based View (Barney, 1991), this area of research
argues that when knowledge assets are effectively managed, they meet the VRIN criteria
(valuable, rare, inimitable, and non-substitutable), this research proposes that all six knowledge
management practices acquisition, creation, sharing, utilization, storage, and protection positively
affect organizational performance. However, due to the contradictory findings in the current
literature and the scarce research conducted /in Ethiopia, this study endeavors to empirically
assess these relationships within Tsedey Bank's context.

17
2.5 Organization Performance.
Organizational performance, also known as company performance, measures the level of
achievement an organization can attain. It reflects how successful managers or entrepreneurs are
in fulfilling their roles. Essentially, organizational performance is the desired outcome of the
organization, shaped by the behavior of its members (Meirina, 2021). (Sandybayev, 2019) defines
organizational performance as an organization’s ability to exist and achieve specific objectives
while maintaining a desirable balance between costs and benefits. Furthermore, (L., Pejić Bach et
al, 2020) and Kašćelan ( (Mas-Machuca et al, 2020) assert that organizations that effectively
manage their knowledge tend to provide better customer service. Similarly ( (Al-Sarhani, 2016)
and (Wijaya, 2020) found that effective knowledge management (KM) implementation helps
organizations become more adaptable and competitive in their industries, thereby gaining a long-
term competitive advantage.
In modern management the concept of organizational performance has faced issues related to its
definition and conceptual clarity across various areas. According to ( (Richard, P. J., et al, 2009),
performance and productivity are distinct concepts. Based on the literature review, the term
"performance" should be broader, encompassing effectiveness, efficiency, economy, quality, and
normative measures.
Organizations have struggled for many years with the limitations of traditional accounting
performance measures. To address this combining financial and nonfinancial measures has been
an effort to overcome problems associated with overreliance on traditional financial metrics. The
main reasons for using nonfinancial performance measures are(1) The recognized shortcomings
of conventional financial metrics, (2) heightened competitive challenges, and (3) the adoption of
initiatives like Total Quality Management that focus on non-financial indicators (Ittner, 1998).

18
Traditional financial metrics exhibit several disadvantages. In particular, financial measures are
overly historical and retrospective, lack the ability to predict future outcomes, incentivize short-
term or inappropriate behaviors, and are not readily actionable. They fail to capture significant
business shifts until it is too late, are excessively aggregated and summarized to inform
management decisions, are too segmented rather than cross-functional, and do not adequately take
intangibles into account. To address the aforementioned issues, numerous organizations have
prioritized "forward-looking" non-financial metrics. Some examples of these "forward-looking"
non-financial measures include assessments of customer satisfaction, employee engagement,
innovation in products and processes, community involvement, and rates of defects. The present
study adopts the nonfinancial measures of organizational performance developed by (Ittner,
1998).
2.6 Benefits of Knowledge Management
Effectively organizing sharing and storing knowledge among employees enables them to work
more efficiently and effectively. additionaly (Krajcovicova, 2023).
Knowledge management enhances organizational agility by facilitating swift and efficient service
delivery through the motivation and engagement of employees. It fosters a culture of knowledge
sharing among staff, aiding in the transfer of senior employees' knowledge and experience to
junior ones. This process also contributes to changing unproductive behaviors, which promotes
knowledge transactions within the organization. Additionally, it encourages the reuse of ideas,
information, experiences, documents, and expertise to address common problems and implement
replicable solutions, services, and even recycle material resources. (Aggrey, 2015).It can also
alleviate information bottlenecks, allowing users to readily access sufficient information.
Enhanced decision-making helps prevent unnecessary duplication of resources, mitigates the risk
of losing commercial opportunities and knowledge when employees leave, improves access to the
organization's documented internal knowledge, boosts the information literacy of researchers,
learners, and administrators, facilitates the discovery, sharing, and utilization of documented
knowledge, and promotes the dissemination of new knowledge. (Nemwel, 2013).

19
2.7 Review of Empirical Studies on Knowledge Management.
Several studies had been conducte to examine effect of knowledge management, on
organizational performance.
2.7.1 Influence of Knowledge Acquisition On O Rganizational Performance.
According to Odunladi, (2023) carried out a study with a manufacturing focus. investigated under
the guidance of a null hypothesis how knowledge acquisition affects organizational performance.
Purposive sampling was used and a survey design was used. The studys sample consisted of 412
respondents from particular manufacturing firms in Oyo State Nigeria. Through a rigorous
validation process a questionnaire was used to gather data. According to the studys findings
knowledge acquisition has a notably positive impact on organizational performance.
(Valmohammadi, C., & Ahmadi, M, 2015) examined the relationship between knowledge
management techniques and organizational performance. They employed a thorough approach to
evaluate knowledge management within the framework of the Balanced Scorecards four
dimensions (BSC). The studys findings demonstrated that knowledge management initiatives
greatly improve overall organizational performance.
Nnabufe, I. O., Onwuka, E. O., & Ojukwu, C. O, (2015) carried out a knowledge management
study on a few chosen commercial banks in Awka Anambra State Nigeria. Thirty-five people
participated in the study and Pearsons product-moment correlation coefficient was used to
analyze the data. The findings showed that knowledge acquisition has a major impact on
organizational performance and that knowledge identification helps to support these findings.
2.7.2 Influence of Knowledge Creation On Organizational Performance.
According to Ewomazino, G. O., & Demaki, G. O, (2024) investigated the effects on the
performance of commercial banks in Delta State Nigeria of the different aspects of knowledge
management including knowledge creation identification acquisition and sharing. Employing a
descriptive survey research design the study sent questionnaires to 56 workers at particular
commercial banks 54 of them filled them out and sent them back. Descriptive diagnostic and
inferential statistical techniques such as regression analysis were used to examine the gathered
data. The findings showed a significant positive impact of knowledge creation acquisition and
sharing on Nigerian commercial banks performance. A study was conducted to examine the
relationship between various facets of knowledge man agement and org anizational
performance in Iranian lean manufacturing firms. (Forghani, M. A., &

20
Tavasoli, A, 2017) In particular their model examined how the production acquisition sharing and
registration of knowledge affected the performance of organizations. The studys findings
indicated that the performance of lean manufacturing companies in Iran was strongly positively
correlated with these knowledge management dimensions: creation acquisition sharing and
registration..
In a related study, Bihamta, H.et al, (2012) carried out a descriptive investigation into the
influence of knowledge creation mechanisms on organizational performance, focusing on the
Malaysian automotive sector. This research explored the pivotal aspects of knowledge creation
through the model which encompasses socialization, externalization, combination, and
internalization, recognized as a framework for quality processes.
2.7.3 Influence of Knowledge Application On Organizational Performance.
According to Osayande, (2021) conducted a study examining management and organizational
performance among in Nigeria. The study specifically assessed the impact of four on the
performance of these banks. A proportional representation sampling technique was employed to
select 400 respondents, ensuring representation based on the varying employee sizes across the
five banks. Data analysis included descriptive statistics, normality tests, correlation analysis, and
ordinary least squares (OLS) linear regression. The findings revealed that knowledge application,
had a significant positive relationship with the performance banks in Nigeria.In a related study,
(Choi, S. Y., Lee, H., & Yoo, Y, 2010) explored how IT support for knowledge management
practices encompassing encoding, storage, sharing, retrieval, and application impacts team
performance and, by extension, overall organizational performance. This field study was
conducted in two South Korean firms, involving 139 teams composed of 743 individuals. The
results demonstrated that IT support positively influenced knowledge management practices,
particularly in knowledge storage and application, which subsequently enhanced team
performance and overall organizational effectiveness.

21
2. 7.4 Influence o Knowledge Sharing on Organizational Performance.
"The impact of knowledge sharing on the competitive edge of banks in Kenya was examined. The
results revealed a strong positive relationship between knowledge sharing and competitive
advantage, suggesting that successful knowledge-sharing practices are associated with improved
financial results among the banks involved. Additionally, the findings indicated that banks that
focus on knowledge-sharing efforts are more likely to improve their operational efficiency and
respond effectively to market needs.This strategic focus on knowledge sharing ultimately
contributes to achieving and sustaining a competitive advantage within the industry. (Juma M. M.,
2024)."according to Li, Y., et al., (2019) studied the connection among intellectual capital, the
exchange of knowledge, and innovation outcomes within the Chinese construction sector. Their
study revealed that knowledge sharing positively influenced the organization’s innovation
performance. Data were collected using a questionnaire survey targeting managers and employees
of construction enterprises in China. and structural equation modeling. In another study, (Zahari,
A. et al, 2014) explored the effect of knowledge sharing on organizational performance within
the Malaysian insurance sector. The results demonstrated that knowledge sharing significantly
enhanced organizational performance. Furthermore, the study emphasized the importance of
effective knowledge-sharing practices among employees, particularly in acquiring and managing
customer knowledge to better understand customer needs and preferences.
2.7.5 Influence of Knowledge Storage on Organizational Performance.
Haider, M., & Mohailan, A, (2024) conducted a study titled The Impact of Knowledge Jordanian
Universities.The study aimed to assess how knowledge management influences performance
excellence in these universities, concentrating on enhancing efficiency, effectiveness, internal
processes, and cost efficiency service delivery,as well as enhancing employee performance,
ultimately leading to overall cost reduction.To achieve this objective a structured questionnaire
was developed encompassing variables their impact on performance improvement and
development.The findings revealed that three out of six knowledge management dimensions
specifically, kno wledge application, knowledge distrib ution, and k nowledge storage had a
positive did no t impact on achiving.

22
excellence.in organizational performance According to (Koech, S., Boit, J., & Maru, L, 2015)
investigated highlighting the role of employee engagement as a moderating factor in technical
vocational education and the relationships between knowledge storage and retrieval and employee
performance. The findings indicate that employee performance and the storage and retrieval of
information are correlated. Higher levels of engagement enhance the positive effects of
knowledge management strategies on employee performance according to the research which also
highlighted the moderating role of employee engagement in this association.
2.7.6 Influence of Knowledge Protection on Organizational Performance.
Idrees, H., Haider, S. A., & Kayani, M. S, (2023) examined how knowledge management (KM)
capabilities specifically knowledge protection, acquisition, conversion and application affect
organizational performance in construction firms, focusing on innovation as a mediator. In order
to gather quantitative data, the study employed surveys of workers at construction companies
doing business in Pakistan under the Authority. The study found that organizational performance
is significantly and favorably impacted by knowledge acquisition, application, and protection,
while knowledge conversion had no noticeable impact. Furthermore, according to the report,
innovation plays a significant and favorable mediating role in the link between knowledge
acquisition, application, and protection, whereas the link between knowledge conversion and
organizational performance is negligible. (Gakuo, et al, 2017) The study examined and evaluated
how Kenyan commercial banks operations were affected by strategic knowledge management
(KM). Four essential knowledge management processes acquisition conversion protection and
application were given particular attention. Knowledge acquisition conversion and protection
have a major impact on Kenyan commercial banks the findings indicate. The study also
demonstrated that knowledge protection has the greatest impact on performance with knowledge
acquisition conversion and use coming.

23
2.8 Identification of knowledge gap.
According to the findings of Djangone, A., & El-Gayar, (2021) suggest that While knowledge
sharing has no disc/ernible relationship to organizational performance knowledge acquisition and
utilization have a positive impact. Noneth/eless/ another study was cond/ucted to look into how
knowledge sharing aff/ected Kenyan commercial banks ability to compete. A/ccording to the
studys findings knowledge sharing and competitive advantage are significantly positively
correlated., (Juma M. M., 2024).
In addition Gabriel, A. O., Oluwatosin, O., & Temitayo, J, (2024) found that in /Japan,
knowledge transfer and kno/wledge utilization impact organizational performance, while
knowledge /creation/ do not influence the performance of the selected deposit money banks.
Conversely another study by (Ewomazino, G. O., & Demaki, G. O, 2024) conclusi/ons that the
performance of Nigeri/an commercial banks is significantly improved/ by knowledge creation.
Given these results a/nd the pau/city of prior research on Ethiopian banks this study attempts to
fill the knowledge gap by presenting contradictory evidence in the body of existing literature.
Furthermore inform/ation protection that hasn/t been studied by Ethiopian researchers before.
Thus this study generally exa/mined six variables knowledge cr/eation application storage and
protection in order to test this new variable. The objective is to investigate the variables that
influence knowledge management practices on organizational performance in Ethiopia
specifically in Tsedey Bank.

24
2.9 Conceptual Framework of the Study
Different empirical research pointed to a variety of variables that influence how well knowledge
management practice works in an organization. The conceptual framework shows that other six
knowledge management practices dimention (Knowledge acquisition, creation, application
sharing, storage, and protection) are all included are independent variables and that
Organizational performance (Op) is the dependent variable. The researcher has created the
conceptual framework in the following schematic representation.

dependent
Independent
variable
variable

Knowledge
Acquisition
Organizational
Knowledge performance
creation

Knowledge
Application

Knowledge
sharing

Knowledge
Storage

Knowledge
Protection

Figure 2.1:Conc eptual Framework

Source: previ ous studies and self-prepared

25
2.10 Relationships in the Conceptual Framework
Knowledge management (KM) practices have a major impact on organizational performance in
the banking industry according to the conceptual framework for this study. The four main KM
dimensions included in the framework knowledge acquisition sharing storage and application are
all thought to improve organizational performance. Both the Resource-Based View (RBV) and
Knowledge-Based View (KBV) theories which highlight knowledge as a crucial strategic
resource for long-term competitive advantage are the foundation of this relationship.
Knowledge acquisition. is anticipated to have a positive impact on the performance of the
organization since the ongoing acquisition of pertinent information fro/m both internal and
external sources fosters innovation employee capacity and the caliber of decisions. (Zaim H.
Yaşar M. F. along with O. Ünal. F 2019) back up this assertion by showing how knowledge
acquisition raises customer satisfaction and service qu/ality in banking organizations. Similar
findings were made by (al 2018) who discovered that proactive knowledge sourcing improved
financial institutions operational results.. (Zaim, H., Yaşar, M. F., & Ünal, O. F, 2019)
Knowledge sharing. is also expected to enhance organizational performance by facilitating group
learning and dismantling knowledge silos. Employ/ee collaboration and creativity are encouraged
as they share knowledge and perspectives. Donate and Sánchez de Pablo (2015) assert that
knowledge sharing is a crucial component of dynamic capabilities which enhance corporate
performance. (Wang, 2020).further argue tru/st and open communication the performance effect
of knowledge sharing in service industries.
Knowledge storage. guarantees that important data is stored codified and made available for use
in the future. It is assumed that an organizations ability to preserve institutional memory through
organized storage systems will increase with its capacity to sustain consistency and advance over
time. research by. (Joshi, 2015)confirm that a reliable knowledge supports efficiency and quality
decision-making, particularly in banking.
Knowledge application. Organizational performance is thought to be most directly influenced by
the actual application of knowledge in daily operations. Organizations frequently see quantifiable
performance gains when they use pertinent knowledge to solve issues optimize procedures or
create new goods or services. As stated. (Kianto, 2016)knowledge application is the most
impactful KM for enhancing both and non-financial performance metrics.
Knowledge Protection:- Knowledge protection measures like access controls cybersecurity
procedures and confidentiality agreements improve operational stability and lower the possibility
of knowledge loss in financial institutions. (Kale, S., Singh, R., & Bandyopadhyay, R, 2020) .
discovered that banks with robust knowledge protection procedures perform better in terms of risk
control and legal compliance. Landroguez Martelo and others. found that particularly in fields
with a high level of knowledge knowledge protection positively moderates the relationship
between knowledge sharing and innovation performance. (Alavi, M., & Leidner, D. E, 2022).

26
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
The chapter detailed explanation of the type of research and methodology employed a description
of the study area the research design the population the sampling the sample size the instrument
used for data collection the procedures used in the study the data analysis used in the study and
the methodology used to determine the sample size are all included in this chapters explanation of
the studys methodology..

3.2 Desecription of Study Area.

The study must concentrate on the specific case of Tsedey Bank Debre Berhan City Branches in
order to examine how knowledge management methods affect organizational performance in
Ethiopia. Debre berhan is a historic town in the North Shoa Zone of Ethiopia's Amhara Region. It
is the highest town of its size in Africa, with an elevation of 2,840 meters, around 130 kilometers
northeast of Addis Ababa. It was previously an early capital of Ethiopia after being established by
Emperor Zara Yaqob in 1456, and it currently acts as the administrative hub of the North Shoa
Zone.(Wikipedia contributors,2025). Some of the most crucial investment areas are Debre Berhan
city, various banks, and enterprises. To define the organization being examined, the research area
is studied as follows: Tsedey Bank has a long history in the Ethiopian financial sector. The
Organization for Rehabilitation and Development in Ethiopia founded it in 1995 as a division
dedicated to rural credit.. In April 1997, it transitioned into a licensed microfinance institution
known as the Amhara Credit & Savings Institution. Amhara Credit & Savings Institution served
the microfinance sector. Finally in January 2022, Tsedey Bank officially obtained its banking
license from the National Bank of Ethiopia. Today Tsedey Bank has over 608 branches in
Ethiopia, including more than 65 branches in the North Shewa Zone and over 10 branches in
Debre Birhan City.Tsedey Bank collaborates with several international organizations, including
the European Union and other. (https://tsedeybank-sc.com,2025)

27
3.3 Research Design
According to Richlin, (2023) By offering a rationale for the type of data to be collected and
analyzed research design gives a study a framework for addressing the research question or
objectives by providing reason justification for the type of data sources, data collection technique
and analysis (Alam, 2021) in this study the resea/rcher has used to both descriptive and
explanatory research type. Descriptive research is important for identifying factors linked to
specific outcomes, conditions, or behaviors. Kastsuse, (2013) Therefore it is important to select
the research design that would best satisfy the research questions as identifiedIn this study, The
researcher utilized descriptive research to present in-depth descriptions of the respondents'
demographic traits and to offer a comprehe/nsive explanation of how the dependent and
independent variables are related.. According to (Kothari C. R., 2004) The study focuses on
hypothesis testing, specif/ically utilizing an explanatory research approach to examine the causal
links between variables. As a result, the o/bjective of this study is to investigate the effects of
knowledge management (KM) strategies on organizational performance..
3.4 Research Approach
This study used a quantitative researc/h approach. The researcher wants to collect numerical data
from respondents through a questionnaire and conduct numerical data analysis to measure the
effect of KM practices on organizational /performance. A Case in Tsedey Bank Debre berhan
City branches .Quantitative research has appropriate for the study it focuses on collecting
numerical data that can be analyzed /statistically to explain relationships between variables"
(Sukamolson, 2007) This approach provides objective, reliable, and generalizable results, which
are essential for understanding /the impact in a structured and /measurable way. Since the study
aims to quantify the effect of KM practices across several bank branches, quantitative methods
offer the best way to achieve valid and replicable findings.

28
3.5. Target Population And Sampling Methods
3.5.1 Target Population
A population has any collection people /or items that the /researcher study and that has at least
commons /characteristics or a target group that, in the ideal world, would the entire
population. The/ term population" refers to the full set of items or individuals that will be studied
people, items, or events that the researcher wants to examine. (Saunders, 2019). population is the
first step in designing/ the sample (Creswell, 2009).The targeted /population/ of the study are the
employees of Tsedey Bank Debre Berhan City Branches. The total target populations of the study
are 296 staff members who deal directly with the day to day running of the Tsedey Bank,
Debre Berhan City Branches.(Tsedey bank debre berhan districit HRM department).
Table 3.1:- population of the study

No Name of Tsedey Bank branch Number of employees Total population

Male Female
1 Atse Menelik 34 21 55
2 Nigus Hailemelekot 25 10 35
3 Debre Eba 12 6 18
4 Hailemariam Mamo 14 8 22
5 Nigus Sahleselassie 14 12 26
6 Atse zeryakob 17 10 27
7 Debre Birhan 25 12 37
8 Tebase 15 10 25
9 D.r kebede Mikael 18 9 27
10 Shewareged Gedle 16 8 24
Total Number of employees 190 106 296

Source :- Tsedey Bank Debre Berhan districit HRM department

29
3.5.2 Sampling Methods of The Study.
Sampling Techniques of the Study The researcher used a basic random sampling technique which
is categorized as a probability sampling method to adequately conduct the research. Each member
of the population has an equal and known chance of being chosen in a simple random sampling
procedure. By using these methods the possibility of bias in selecting the respondents for the
sample was reduced. This sampling strategy was used because it can be customized for every
employee at the Debre Berhan City branches of Tsedey Bank
. 3.5.3 Sample Size Determination.
The sample size has a smaller set of the larger population (Cooper, D,and Schindler,
P.2008). It must be keenly selected to be an agent of the population. A total of 296 professional
employees of all branches of Tsedey Bank Debre Berhan City Branches were incorporated as the
target population. (Yamane, 1967) the target populations homogeneity and similarity it offers a
simplified formula for calculating sample sizes. The following equation was assumed to have
e=0. 05 and a 95 percent confidence level.:
n = _N___ = _296__ = 170
1+N (e ²) 1+296(0.05) ²
Where :n = sampling size
N = target population
1= constant
e= sampling error
Table 3.2: Sample size determination.

No Name Of Tsedey Bank Branch No.Of Sample Size

1 Atse Menelik 32
2 Nigus Hailemelekot 20
3 Debre Eba 10
4 Hailemariam Mamo 13
5 Nigus Sahleselassie 15
6 Atse zeryakob 16
7 Debre Birhan 20
8 Tebase 14
9 D.r kebede Mikael 16
10 Shewareged Gedle 14
Total Number of employees 170

30
3.6 Data Source And Data Collection Tools
3.6.1 Data source
According to Cooper, D. R., & Schindler, P. S, (2008) primary data is defined as information
collected for the first time with a specific research project in mind, while secondary data consists
of information sourced from others rather than the researcher /themselves. To successfully meet
the study's goals, the researcher complemented the primary data collected with secondary data
sourced from journals and articles. Consequently, both primary and secondary data were
employed to obtain the crucial information required for the research at Tsedey Bank, Debre
Berhan City Branches.

3.6.2 Data Collection Instrument

According to Ngechu, (2004) various techniques for data collection exist. The choice of a specific
tool or instrument primarily hinges on the characteristics of the research subject, the problem
being addressed, the research questions,objectives,design,anticipated data, and expected
outcomes. Both primary and secondary data are utilized to gather the essential information for the
study. The primary data is collected through a structured questionnaire that has been developed
from well-established standardized questions to effectively examine the impact of independent
variables on the dependent variable. The /questionnaires are distributed for the respondents to
complete. Secondary data is obtained from literature and various related studies concerning KM
and organizational performance to complement the research.

3.7 Method of Data Analysis

According to Kothari, (2004) data analysis employs a categorization system to derive valid and
replicable conclusions from data within its context. The findings should be interpreted in a way
that allows for drawing The /conclusions were drawn, and recommendations were formulated. The
Statistical Package for Social Sciences (SPSS) /version 26. 0 was used to analyze the data. To
compute and display the frequencies percentages means and standard deviation of the collected
data descriptive analysis was done. /Inferential statistics were used to draw more general
conclusions about the independent and dependent variables based/ on the results of /multiple
regression analysis and correlation. At Tsedey Bank Debre Berhan City Branches multiple
regression analysis was used to examine the effect of knowledge management practices on

31
organizational performance and the correlation coefficient was used to show the direction and
strength of the relationship between the independent and dependent variables.

3.8 Model Specification

The best statistical technique for examining the relationship between a single dependent variable
and a number of independent variables is multiple regression analysis. (Cohen, 2013), investigate
the simultaneous effects of various knowledge management techniques (independent variables) on
organizational performance (dependent variable) by using multiple regression. Key indicators
such as financial performance customer satisfaction operational efficiency and innovation capacity
are used in this study to measure the dependent variable organizational performance. These
metrics offer a thorough evaluation of the performance results impacted by knowledge
management techniques. The study uses a multiple linear regression model which is shown as
follows.

OP=β0+β1 (kA)+β2 (kCR)+β3 (kAP)+β4 (kSH)+β5 (kST) +β6(kPR)+εi

Where:
OP: Dependent Variable (Organization performance)
β0 = constant.
βi = (β1, β2, β3, β4,β5 and β6 ) Regression Coefficient Of Independent Variable
KA stands for knowledge Acquisition
KCR stands for knowledge Creation
KAP stands for knowledge Application
KSH stands for knowledge Sharing
KST stands for knowledge storage
KPR stands for knowledge protection
εi: Error term
3.9 Validity And Reliability Check.
3.9.1 Validity Check.
Heale, R., & Tulycross, S, (2015). There are various types of validity used in research studies but
for this study, Content Validity and Criterion Validity has used. I Consult with subject matter
experts in the bank professionals, and academic advisors to review and validate the survey
questions, and other data collection instruments. Their input helps ensure that the items accurately

32
capture the effect of knowledge management in organization performance in Ethiopia
particularly in the Debre Birhan Tsedey bank.I compare the data collected in your study with
established measures or standards related to organaizational performance,knowledge
management, knowledge aquation,sharing,application,creation,storeg and protection and other
relevant variables. This has help establish the criterion validity of my data by demonstrating the
degree of alignment between measures and established benchmarks.
3.9.2 Reliability Check.
Reliability refers to the degree of consistency or dependability of an instrument, including
stability, and internal consistency (Neuman, 2012). Reliability refers to the consistency of the
measurement, and Cronbach's alpha was used to assess the internal reliability of the questionnaire
(Guion, 2004). In simpler terms, this step checks if the questionnaire yields consistent results
when administered multiple times. The instruments Cronbachs alpha coefficient was determined
and an internal consistency reliability test was conducted. Cronbach alpha values vary from 0 (no
consistency) to 1 which denotes total consistency. High reliability is defined as Cronbach alpha
values at 0. 80 or higher good reliability as values between 0. /70 and 0. /80 fair reliability as
values between 0. 60 and 0. 70/ and questionable reliability as /coefficients below 0. 60. (Hair, J.
F., Black, W. C., Babin, B. J., & Anderson, R. E., 2010) In this study before distributing the
questionnaire to all resepondents, 25 questionnaires for a pilot test to make sure the questions are
clear and reliable (Adams, J., Jennifer, C., Leslie, W., & W., M., 2007).Hence a total of 25
questionnaires were distributed to Debre Birhan city Tsedey bank branches employees Using
Cronbachs alpha coefficie/nt Table 3. 3 below illustrates the instruments reliability. The results
show that all of the scales are widely used. They have high levels of internal consistency because
the Cronbachs alpha values for the dependent and independent variables are greater than 0. 75 and
greater than 0. 95 for all items.

33
Table 3.3: Reliability Test Result

Variables Number Cronbach’s Alpha value comment

of items
knowledge acquisition 8 .759 accept
knowledge creation 5 .818 accept
knowledge Application 8 .797 accept
knowledge sharing 8 .789 accept
knowledge Storage 7 .875 accept
knowledge protection 5 .846 accept
organizational performance 8 .776 accept
Cronbach’s Alpha value for all items 49 .951 accept

Source: own survey data (2025)

3.10 Ethical Consideration
The researcher was maintain all ethical codes of conduct while collecting and analysing
data. The data has collected based on the willingness of participants. Respondents was
informed about the objective of the study. additionaly, the study has provided anonymity
means the information obtained from the respondents is kept confidential and has not been used
for any personal interest.and also, there is an equal consideration to collect responses throughout
the process regardless of the personal opinion of the researcher.

34
 CHAPTER FOUR
DATAPRESENTAION,ANALYSIS,AND,INTERPRETATION
4.1 Introduction
This chapter discusses the results of the findings of the data analyzed from the questionnaires.
employed The study descriptive and inferential statistics, utilizing Likert scale points ranging
from one to five.
4.2. Response rate
Table 4.1:Response Rate

No. Items Total Percent

1 Distributed, questionnaires 170 100

2 Collected, questionnaires 166 97.6

3 Remain .uncollected 4 2.4
Source: own survey data (2025)
As shown in Table 4.1 the researcher distributed 170 questionnaires to the respondents and out of
those,166 questionnaires were correctly returned. The remaining 4 questionnaires were
unreturned. It represents a response rate of 97.6% on the questionnaires, which was statistically
acceptable for the analysis. a response 50% is adequate for analysis a rate of 60% is good, and
a rate of 70% or more is excellent. (Cooper, D. R., & Schindler, P. S, 2014) Therefore,
(97.6%) is excellent for the upcoming data analys.

35
 4.2.1. Demographic Information Of Respondents.
In the following table 4.2. shows the demographic information of respondents is presented.
Table 4.2 Respondant, Demographic

Items Description frequency Percentage

Gender Male 109 65.7
Female 57 34.3
Total 166 100.0
18-25 18 10.8
26-35 85 51.2
Age 36-45 55 33.1
Above 45 8 4.8
Total 166 100.0
Certificate 3 1.8
Diploma 31 18.7
Education Level BA/B.S 116 69.9
MBA/M.S 16 9.6
Total 166 100.0
5 years and below 5 3.0
Work Experience 6-10 Years 48 28.9
11-15 Years 82 49.4
16 -20 Years 26 15.7
21 Years And Above 5 3.0
Total 166 100.0
Managerial Position 21 12.7
Current position Non-Managerial Position 145 87.3
Total 166 100.0
Source: own survey data (2025)
Above table 4,2 indicat the data provides the gender profile of respondent by frequency and
percentage distribution of respondents' gender in the study are as follows: 109 (65.7%) the

36
respondents are male, while 57 (34.3%) were female respondents. This indicates a higher
representation of male respondents in the sample,
From the data presented in table 4.2 above the majority 85(51.2%) of the respondent are between
the age group of 26-35 years old, 55(33.1%) of the respondent are between 36-45 years and the
reaming 18 (10.8%) of the respondent are between 18-25 years. Under the group years old,
8(4.8%) of the respondent are between above 45 years old. Shown in table above 4.2 The data on
the education level of the respondents reveals that 116 (69.9%) had attained first degree, while
31(18.7%) respondents are diploma and other 16(9.6%) master’s degree and 3(1.8%) respondents
are certificate. This breakdown offers valuable insight into the educational diversity within the
sample, which is crucial for understanding how various educational backgrounds may influence
the study's outcomes.
As shown from the above table 4.2. work experience at the their total service years, in this regard
the data gathered from the respondents suggested that 82 (49.4%)of them have experience
between 11-15 years, 48(28.9%) of the respondents accumulated an experience of 6-10 years, 26
(15.7%) of them have experience between 16-20 years ,5 (3.0%) respondents have experience 5
years and below the remaining 5 (3.0%) above 21 years work experience in the bank.the
outcome indicated that the majority of the respondents have considerable banking experience and
the respondents have a deep understanding the company performance and which allow them to
provide accurate and meaningful input. Finally the respondents current job position is
concerned,depicted in the table 4.2 above 145(87.3%)of the respondents are in non managerial
position and 21 (12.7%) of them are in managerial position, which are the majority of the
respondents wre non managerial position.
4.3. Descriptive statistics, of main variables of the study.
The statistical analysis of all variables is summarized using a 5-point Likert scale 1(strongly
disagree), 2 (disagree) 3 (I have no opinion), 4 (agree), and 5 (strongly agree).according the
standard of (Alhakimi, A. A., & Alhariry, B. M, 2014) The results of the Likert scale can be
interpreted as follows: low level agreement is indicated by scores between 1 and 2. 32 medium
level agreement is indicated by scores between 2. 33 and 3. 65 and high level agreement is
indicated by scores between 3. 66 and 5.. Based on this standard, we evaluated the main variables
that were part of this study based on the results show.

37
 4.3.1. Knowledge acquisition
Table 4.3:Mean and Standard Deviation፣ for Knowledge Acquisition

N. The Descriptive statistics of Knowledge acquisition

O
Knowledge Acquisition Items N Mean Std.
Deviation
1 My organization has processes for acquiring, knowledge about 166 3.4458 1.15210
competitor within own firm.

2 My organization has processes for acquiring ,knowledge about 166 3.6747 1.04572
new services within our firm.

3 The organization sends employees, for external trainings 166 3.5783 1.10777

4 In my Organization experienced, Employees are recruited to 166 3.6446 .90798

bring new knowledge into the organization.

5 The organization invests in Research & Development. 166 3.5542 1.13621

6 My organization has processes for, generating, new knowledge from 166 3.5964 .97843
existing knowledge.

7 My Organization has teams devoted to identifying ,best practices. 166 3.5783 .96760

8 Effective knowledge acquisition,practices lead to improved 166 3.8253 1.13867

customer satisfaction in the banking industry.

Overall mean and standard deviation 3.6122 .64559

Source: own Survey, result, (2025)

above, shows table 4.3 the study conducted descriptive statistics for the eight items of
knowledge acquisition and established that the mean of the first item (Mean = 3.4458 and Std.
Deviation = 1.15210): The level of this aspect is medium.the mean of the second item (Mean =

38
3.6747 and Std. Deviation = 1.04572) The level of this aspect is high level. the mean of the 3rd
item Mean = 3.5783 and Std. Deviation = 1.10777): The level of this aspect is medium.the mean
of the fourth item Mean = 3.6446 and Std. Deviation =.90798) The level of this aspect is
medium.the mean of the 5th item (Mean = 3.5542 and Std. Deviation = 1.13621) The level of this
aspect is medium.the mean of the 6th item (Mean = 3.5964 and Std. Deviation = .97843) The
level of this aspect is medium.the mean of the 7th (Mean = 3.5783 and Std. Deviation = .96760)
The level of this aspect is medium.the mean of The final (Mean = 3.8253 and Std. Deviation =
1.13867) The level of this aspect is high level.The general knowleddge acquisition mean and
standard deviation are 3.6122 and .64559 respectively This implies that according to Tsedey Bank
Debre Berhan City Branches employees perception of the effect of knowledge acquisition on
organization performance was medium level. The level of this aspect is medium since the score
falls within the range of 2.33 to 3.65.per the standard of (Alhakimi, A. A., & Alhariry, B. M, 2014).

4.3.2 knowledge creation

Table 4.4:Mean and Standard Deviation ,for knowledge creation.

N.O descriptive statistics of of knowledge creation

knowledge creation Items N Mean Std.

Deviation

1 Encouraging employees to actively participate in knowledge 166 3.6807 .92794

creation,activities leads to better customer service and
satisfaction in banking organizations.

2 My Organization has Training related practices to, create 166 3.5000 1.04881
knowledge.

3 The organization rewards employees, to encourage creativity. 166 3.5181 1.09391

4 The adoption of knowledge creation, practices contributes to the 166 3.4217 1.15071
development of competitive advantage for banks in the industry.

5 Effective knowledge creation, practices contribute to better risk 166 3.7470 .82892
management and compliance processes in banking
organizations.

Overall mean and standard deviation. 3.5735 .77367

Source: own Survey, result, (2025)

39
As shown in Table 4.4 above, the mean of the first item “Encouraging employees to actively
participate in knowledge creation activities leads to better customer service and satisfaction in
banking organizations” (Mean = 3.6807 and Std. Deviation = .92794): The level of Encouraging
employees to actively participate in knowledge creation activities leads to better customer service
and satisfaction in banking is considered to be at a high level.the mean of the second item “My
Organization has Training related practices to create knowledge”(Mean = 3.5000 and Std.
Deviation = 1.04881) The level of Organization Training related practices to create knowledge is
considered to be at medium.the mean of the 3rd item “The organization rewards employees to
encourage creativity.” (Mean = 3.5181 and Std. Deviation = 1.09391): The level of organization
rewards employees to encourage creativity knowledge is considered to be at a medium level.the
mean of the fourth item “The adoption of knowledge creation practices contributes to the
development of competitive advantage for banks in the industry”(Mean = 3.4217 and Std.
Deviation =1.15071) this item level is medium.the mean of The final item “Effective
knowledge creation practices contribute to better risk management and compliance processes in
banking organizations.” (Mean = 3.7470 and Std. Deviation = .82892) The level of knowledge
creation practices contribute to better risk management and compliance processes in banking
organizations is considered to be at high level.
The Overall knowledge creation mean and standard deviation are 3.5735 and .77367 respectively
This implies that according to Tsedey Bank Debre Berhan City Branches employees perception
of the effect of knowledge creation on organization performance was medium level. By the
standard of (Alhakimi, A. A., & Alhariry, B. M, 2014)

4.3.3. Knowledge Application

Table 4.5:Mean and Standard Deviation for Knowledge Application.

N.O Descriptive statistics of Knowledge Application

Knowledge Application items n mean std. Deviation

1 lack of encour agement, to apply the shared knowledge 166 3.6867 1.04942
organ ization.

2 New hairing is doing long befor expert depart to facilitate 166 3.7892 .93297
,knowledge transifer

40
3 Imple mentation of the know ledge mana gement, stra 166 3.6928 .88534
tegy and plan is op enly and actively, sup ported by
management

4 My organi zation has proce sses for apply ing 166 3.8434 .83821
knowledge, learned fro m mistake.

5 My organizat ion has proc esses for appliyin 166 3.6325 .96164
,gknowledge learned from experience.

6 The organi zation has processes, for us ing kno wledge 166 3.5843 .96081
to solve new problems.

7 My organ iza tion has processes, for using knowledge 166 3.2892 1.13917
development of new service.

8 My organiz ation able to locate an d apply kn owledge, to 166 3.6325 .98037

changing compe titive co ndition.

Overall mean and standard deviation 3.6438 .62471

Source: own Survey, result, (2025)

Above table shows that the resualt of ,knowledge application the study conducted descriptive
statistics for the eight items of Knowledge Application and established that the mean of the first
item (Mean = 3.6867 and Std. Deviation = 1.04942): The level of this aspect is high level since
the score falls within the range of 3.66 to 5. the mean of the second item Mean = 3.7892 and Std.
Deviation = .93297) The level of this aspect is high level since the score falls within the range of
3.66 to 5.the mean of the 3rd item (Mean = 3.6928 and Std. Deviation = 88534): The level of this
aspect is high level since the score falls within the range of 3.66 to 5.the mean of the fourth item
(Mean = 3.8434 and Std. Deviation = .83821) The level of this aspect is high level since the score
falls within the range of 3.66 to 5.the mean of the 5th item (Mean = 3.6325 and Std. Deviation =
.96164) The level of this aspect is medium since the score falls within the range of 2.33 to
3.65.the mean of the 6th item (Mean = 3.5843 and Std. Deviation = .96081) The level of this
aspect is medium since the score falls within the range of 2.33 to 3.65.the mean of the 7th item

41
(Mean = 3.2892 and Std. Deviation = 1.13917) The level of this aspect is medium since the score
falls within the range of 2.33 to 3.65.the mean of The final item (Mean = 3.6325 and Std.
Deviation = .98037) The level of this aspect is mediun level since the score falls within the range
of 2.33 to 3.65.

The Overall knowledge application mean and standard deviation has 3.6438 and .62471
respectively This implies that according to Tsedey Bank Debre Berhan City Branches
employees' perception of the effect of Knowledge Application on organization performance was
medium level. per the standard of (Alhakimi, A. A., & Alhariry, B. M, 2014) which is mentiond
in detail in the descriptive statistics section table 4.5 above.

4.3.4. Knowledge sharing

Table 4.6 mean and standar deviation, for knowledge sharing .

N.O Descriptivr Statistics Of Knowledge ,Sharing

Knowledge Sharing Item N Mean Std. Deviation

1 Kno wledge sha ring, has a key comp onent of employ yees 166 3.8554 1.07458
appraisal system

2 Emp loyees share, their expe riences and kno wledge about 166 3.9217 1.00900
work with other organi zations in meetings.

3 My organization management team have knowledge sharing, 166 3.3554 1.11200

eperiences in all departments.

4 The organization recognizes, and rewards employees who 166 3.7108 .82433
actively engage in knowledge sharing.

5 The organization has a written knowledge sharing, practices. 166 3.7108 .88804

6 My organization has a mot ivational in centive, system 166 3.7410 .88715

(promotion or rewarding) for employees and shares knowle
dge in the organization.

42
 7 The organization employees commit to sharing, knowledge 166 3.8614 1.09493
continuously.

8 Skills are not effect tively transfe rred, to jun ior staff from 166 3.7711 1.14760
more exper ienced employees in the orga nization.

Overall mean and standard deviation 3.7410 .64249

Source: own Survey, result, (2025)

Shows in the table 4.6 knowledge sharing descrptiv statistics are the first item (Mean = 3.8554
and Std. Deviation = 1.07458): The respondents' perception of the statement falls within the high-
level category.the mean of the second item (Mean = 3.9217 and Std. Deviation =.1.00900) The
respondents' perception of the statement falls within the high-level category. the mean of the 3rd
item (Mean = 3.3554 and Std. Deviation = 1.11200) The respondents' perception of the statement
falls within the medium level category.the mean of the fourth item (Mean = 3.7108 and Std.
Deviation = .82433) The respondents' perception of the statement falls within the high-level
category.the mean of the 5th item (Mean = 3.7108 and Std. Deviation = 88804) The level of this
aspect is high-level category.the mean of the 6th item (Mean = 3.7410 and Std. Deviation =
.88715) The level of this aspect high-level category.the mean of the 7th item Mean = 3.8614 and
Std. Deviation = 1.09493) The respondents' perception of the statement falls within the high-level
category.the mean of The final item (Mean = 3.7711 and Std. Deviation = 1.14760) The level of
this aspect is high level since the score falls within the range of 3.66 to 5.
The general mean and standard deviation of knowledge sharing are 3.7410 and .64249
respectively This implies that according to Tsedey Bank Debre Berhan City Branches
employees' perception of the effect of Knowledge sharing on organization performance was high
level . by the standard of (Alhakimi, A. A., & Alhariry, B. M, 2014) .

43
 4.3.5 Descriptive Statistics for Knowledge, storage
Table 4.7 :Mean and Standard Deviation, for Knowledge storage.

N. Descriptive Statistics Of Knowledge Storage

O
Knowledge Storage Items N Mean Std.
Deviation

1 Knowledge is kept in databases or repositories 166 3.7651 1.11691

2 The service has adequate server for storing, soft copies of work 166 3.8133 1.08770
procedures or manuals

3 To what extent do you believe that proper knowledge storage, 166 3.4036 1.08978
practices contribute to increased efficiency in the banking
industry?

4 How satisfied are you with the knowledge storage, practices 166 3.5964 .88063
implemented in your organization for achieving organizational
goals in the banking industry?

5 The organization has established knowledge, of archival system. 166 3.4458 1.08156

6 The organization has knowledge procedures manual. 166 3.5482 1.03606

7 Organ ization kno wledge has stor ed in electr onic arc hive and 166 3.5422 .97609
databases, and it is acces sible to all members of employees
without having to cont act the person who originally developed. .

Overall mean and standard deviation. 3.5878 .78647

Source: own Survey, result, (2025)

As depicted Table 4.7 above, respondents were asked in the first item (The mean score is 3.7651
with a std 1.11691) This suggests a high level of agreement among the respondents that
knowledge is kept databases .the second item (The mean score is 3.8133 with a std 1.08770) This
suggests a high level of agreement among the respondents that.the 3rd item (The mean
score is 3.4036 with a std 1.08978) This suggests

44
a medium level of agreement among the respondents. the fourth item (The mean score is 3.5964
with a std .88063) This suggests a medium level of agreement among the respondents.the 5th item
(The mean score is 3.4458 with a std 1.08156) This suggests a medium level of agreement.the 6th
item (The mean score is 3.5482 with a std 1.03606) This suggests a medium level of
agreement.the final item (The mean score is 3.5422 with a standard deviation .97609) This
suggests a medium level of agreement among the respondents.

The Overall mean and std of knowledge storage are 3.5878 and .78647 respectively This implies
that according to Tsedey Bank, Debre Berhan City Branches employees perception of the effect
of Knowledge storage on organization performance was medium level.(Alhakimi, A. A., &
Alhariry, B. M, 2014).

4.3.6. Descriptive Statistics for Knowledge protection.

Table 4.8:Mean and Standard Deviation for Knowledge protection.

N Descriptive Statistics Of Knowledge Protection.

.
O Knowledge Protection Items N Mean Std.
Deviation

1 Knowledge leakage can be prote cted,b oth in side and outside the 166 3.5602 .98749
organiz ation

2 Det ection of le akage of knowl edge by empl oyees is rewarded 166 3.6747 .86841

3 Blocks knowledge from theft within or outside the organization. 166 3.4036 1.10634

4 Provides technology that can restrict easy access to som source of 166 3.7108 .84610
knowledge

5 Designs incentives that will encourage, the protection of 166 3.6687 .89706
knowledge.
Overall mean and standard deviation. 3.6036 .74394

Source: own Survey, result, (2025)

45
in Table 4.8 above, respondents were asked in the first item “Knowledge leakage can be
protected both inside and outside the organization” (The mean score is 3.5602 with a std .98749)
This suggests a medium level of agreement among the respondents Knowledge leakage can be
protected both inside and outside the organization. the second item (The mean score is
3.6747 with a std .86841) This suggests a high level of agreement among the respondents.the 3rd
item respondents were asked whether “Blocks knowledge from theft within or outside the
organization.” (The mean score is 3.4036 with a std 1.10634) This suggests a medium level of
agreement among the respondents that Blocks knowledge from theft within or outside the
organization. the fourth item (The mean score is 3.7108 with a std .84610) This suggests a high
level of agreement.the final item respondents were asked whether “Designs incentives that will
encourage the protection of knowledge” (The mean score is 3.6687 with a std .89706) This
suggests a high level respondents.The Overall mean and std of knowledge protection are 3.6036
and .74394 respectively This implies that according to Tsedey Bank, Debre Berhan City Branches
employees perception of the effect of knowledge management .on organization performance was
medium level of (Alhakimi, A. A., & Alhariry, B. M, 2014).

4.3.7. Descriptive statistics for organizational performance.

The respondets perception of company performance there are about eight question asked. Based
on this, evaluated the results.
Table 4.9 :-mean and standard deviation for Organizational Performance

N. Descriptive Statistics Of Organizational Performance

O
Organizational Performance N Mean Std.
Deviation

1 My organi zation cons istently, achieves its fi nancial objectives 166 3.3373 1.14179

in the banking industry.

There is increase in market share by percentage point, there by

2 166 3.6627 .91157
increasing profitability.

46
3 the organization consistenly, provide high quality banking 166 3.6807 .92139

services to its customers.

4 The sk ills and kno wledge, an emp loyee enh ance product and 166 3.6928 .91231
service quality and in crease productivity

5 The num ber of clients wh o are using our se rvices have 166 3.5843 1.02785
increased.

6 Knowle dge man agement, ena bled the orga nization to 166 3.6988 .87018
increase the valu e of service

7 My organization become more innovative of new service. 166 3.6325 .90983

8 the organization implementation,of new technology and 166 3.8976 1.12077

program for a firm.

Overall mean and standard deviation. 3.6483 .61293

Source: own Survey, result, (2025)

Table 4.9 above shows that, respondents were asked in the first item (The mean score is 3.3373
with a std 1.14179) This suggests a medium level of agreement among the respondents that
organization consistently achieves its financial objectives in the banking industry. the second item
(The mean score is 3.6627 with a std .91157) This suggests a high level of agreement among the
respondents that increase in market share by percentage point, there by increasing profitability.
the 3rd item (The mean score is 3.6807 with a std .92139) This suggests a high level of agreement
among the respondents that organization consistently provides high-quality banking services to its
customers. the fourth item (The mean score is 3.6928 with a std .91231) This suggests a high
level of agreement among the respondents. the 5th item (The mean score is 3.5843 with a std
1.02785) This suggests a medium level of agreement among the respondents. the 6th item (The
mean score is 3.6988 with a std .87018) This suggests a high level of agreement among the
respondents the organization increase the value of its service. the 7th item (The mean score is
3.6325 with a std .90983) This suggests a

47
medium level of agreement among the respondents that organization becomes more innovative of
new service.the final item respondents were asked whether (The mean score is 3.8976 with a std
1.12077) This suggests a high level of agreement.
The Overall mean and std of organizational performance are 3.6483 and .61293 respectively This
implies that according to Tsedey Bank, Debre Berhan City Branches employees perception that
organization performance was medium level. (Alhakimi, A. A., & Alhariry, B. M, 2014).

4.3.8. Summary Results of Descriptive Statistics

Table 4.10 summary result of descriptive statistics

N.O Descriptive statistics

Variables N MEAN Std. Deviation

1 Knowledge acquisition 166 3.6122 .64559

2 knowledge creation 166 3.5735 .77367

3 Knowledge Application 166 3.6438 .62471

4 Knowledge sharing. 166 3.7410 .64249

5 Knowledge storage. 166 3.5878 .78647

6 Knowledge protection. 166 3.6036 .74394

7 Organizational Performance 166 3.6483 .61293

Source: own Survey, result, (2025)

Above the Table 4.10, shows the summary Results all variables' mean score is greater than 3. Of
the six independent variables Knowledge sharing is the highest mean score (3.7410), and
knowledge creation is the lowest mean (3.5735). The mean value of the dependent variable
(Organizational Performance) is also (3.6483).The overall mean score for the perception of
knowledge acquisition is 3.6122 suggesting a medium level of knowledge acquisition within the
organization. knowledge creation: With a mean of 3.5735, the organization also exhibits a
medium level of knowledge creation. The mean score of Knowledge Ap plication is 3.6438

48
indicates a medium level of Knowledge Appli cation within the organization. The overall mean
for the perception of Knowledge sharing. is 3.7410 suggesting a high level of knowledge
sharing. Knowledge storage. With a mean of 3.5878, the organization shows a medium level of
Knowledge storage. Knowledge protection.: With a mean of 3.6036, the organization shows a
medium level of Knowledge protection. Organizational performance: The mean score of 3.6483
indicates a medium level of organizational performance. This implies that according to Tsedey
Bank, Debre Berhan City Branches employees perception that organization performance was
medium level. (Alhakimi, A. A., & Alhariry, B. M, 2014).

4.4 Inferential, Statistics Analysis.

4.4.1 Correlation Analysis of KM dimensions, and organizational Performance.
According to (Field, A, 2015) the corr laation coeff icient is very u sful me ans to sum marize the
relation ship between two variables with single numbe that falls between -1 and +1 the general
symbol of correl ation coef ficient is “r” therfor a perfect posi tive rela tionship (r=+1. 00)
indicates a direct relati onship and “r”of-1. 00 indic ats a perfect ne gative relashin ship and also
a correlation co efficient of 0 represents no relationship . in this study pearson product moment
correlation coeffic ient has used to determine the relation nship betwe en ind ependent v ariables
or km practice that are (knowledge acqu isition kno wledge creation n knowledge app lication
know ledge sharing k nowledge stora geand kno wledge prot ection)the dependent variable are
(organizat ional perf ormance) to analyze the correlation a 2-tailed pearson correlation analys has
used . according to (Burns 2018) interp retation of correl ation coef ficient (r) Size was as follws
if the correlation coefficient falls between 0. 1 to 0. 20 it sismall correlation ifbetween 0. 2 0 to 0.
40 is weak relati onship corr elation if betw een 0. 4 0 to 0. 7 0 m oderate relashinship if 0. 70 to
90 high rel ashinship corre lation or substa ntial relas hinship and if withn 0. 90 to 1. 00 is very
high relation nship corre lation or strong corr elation be tween variables..

49
 Table 4.11:Correlation ,Analysis result.

Correlations
Acquis Creati Appli Sharing Storage Protect Performa
ition on cation ion nce
Knowledge Pearson 1
Acquisition Correlation
Sig, (2-
Tailed)
Knowledge Pearson .431** 1
Creation Correlation
Sig, 2-Tailed .000
Knowledge Pearson .452** .626** 1
Application Correlation
Sig, 2-Tailed .000 .000
Knowledge Pearson .490** .509** .576** 1
Sharing Correlation
Sig ,2-Tailed .000 .000 .000
Knowledge Pearson .417** .674** .592** .414** 1
Storage Correlation
Sig, 2-Tailed .000 .000 .000 .000
Knowledge Pearson .527** .745** .665** .563** .779** 1 .
Protection Correlation
Sig ,2-Tailed .000 .000 .000 .000 .000
Organization Pearson .613** .700** .714** .717** .735** .788** 1
al Correlation
Performance Sig ,2-tailed .000 .000 .000 .000 .000 .000
). **correlation is significant at the 0.01 level (2-taile)
Source: own Survey result, (2025)

From Table 4.11 above, it can be seen that there is evidence to show that all dimensions of
Knowledge manage ment are related to the organiz ational perf ormance of the Tsedey Bank,

50
Debre Be rhan City Branches. As a result, the corre lation coef ficient of Know ledge ac quisiti
on and organiz ational has r= 0.613**, wh ich implies that there is A positive and moderate
correlation rel ationship between kno wledge acq uisition and org anizational pe rformance.In
addition, their p-value=.000 which is less than the level of significance = 0.05, implying that their
correlate ion hav signi ficant at signify cance level of 0.01. in table 4.11 shows a po sitive and
high correlation betw een know ledge crea tion and orga nizational perf ormance with the
correlation coefficient r= 0.700** and the correlation pvalue are (p=000) thise indicats
significant relations hip corre lation betwe en the sign ificance level of 0.01.
The corre lation coef ficient knowl edge appl ication and organi zational perf ormance
r=0.714** and also the p value has (p=000),this is less than level of si gnificance=0.05 as indicat
above table.there is appo sitive and high correl ation or substan tial relati onship between knowl
edge application and organi zational perf ormance.their corre lation is significant at significance
level of 0.01. in table 4.11 shows the result of the c orre lation kno wledge sharing and organizat
ional perform ance r=0.717** and ( p=000) so there is positive and high correlation betw een
know ledge sha ring and organiz ational perf ormance.t heir cor relation has signif icant at a
signific ance level of 0.01. the result in table 4.11 above shows that the cor relation coefficient of
kn owledge stor age and orga nizational perfo rmance are 0.735** and also the p value (p=000)
this means indicat less than the level of significance =0.05.so the correl ation between knowledge
stor age and organ izational perfor mance are hi gh pos itive relationship correlation and also
signify cant at a significance level of 0.01.
The correl ation matri results in table 4.11 also shows the co rrelation co efficient of knowledge
prote ction and organiza tional pe rformance hav 0.788** and p value is (p=000) which is less
than the level of significance =0.05.so this result shows the corr elation betw een knowledge
protection and organ izational performa nce is high and posi tive relations hip correlation.and
also the correlate ion hav signi ficant at a sign ificance level 0.01.
Generaly these correl ation coefficients indic ats that all as pects of kno wledge ma nagement
dimensions are posit ively corr elated with org anizational perfo rmance.thise corr elation result
indicats that the level of knowledge man agement increase there is tendency for organ izational
performance to improve.

51
 4.4.2 Multiple Regression, Analysis Assumption Tests
Linear regres sion makes at least three key ass umptions,: Linear relati onship, no rmality, no or
little multicoll inearity, and Homosc edasticity, (Newsom, 2021). Before directly entering into
the regres sion analysis, the research er has ma de the fo llowing vital assum ptions for reg
ression analysis. After being certain about the assumptions the researcher has to a regression

analysis. In doing so, the researcher was able to test critical assumptions of regression analysis.

#1 Assumption of Multi-collinearity test

Among the assumption of multiple linear regression has independent variables should not strong
correlation.when the independent variable was highly correlate this is regarde as aproblem in the
model. According to (Gujarati, 2010) states that existence of multicollineriy can be diagnosed by
analyzing the value of tole rance, and vari ance infl ation factor(VIF) a tolerance of <0.10 and a
VIF >10. this indicate a multic ollinerrity problem.then by this rule below table 4.12 shows that
this study is not a multicollinerrity problem because of all independent, variable tolerance result
more than 0.1 and VIF value result less than 10.

Table 4.12:Multi- collinearity, test result

Collinearity Statistics
Model Tolerance VIF

(Constant)

Knowledge acquisition .663 1.508

knowledge creation .394 2.536
Knowledge Application .462 2.165
Knowledge sharing .562 1.778
Knowledge storage .364 2.748
Knowledge protection .256 3.902
Source: own Survey, result, 2025

52
#2. Assumption of Normality

Multiple regressi ons require the independe nt, variabl es to be nor mally dist ributed (Ghasemi
and Sahediasl, 2012). "Multiple reg ressions require the data in the multiple regression models
must follow a normal distribution". A hist ogram of resi duals was used to test its normality as
follows. As shown in the histogram in Figure 4.1 the majority of the data is located around the
normal curve and there are no extreme outliers. So, it is approved the data collected for this
research is normally distributed.

Figure 4.1:Normality test

Source: own, survey, (2025)

53
#3. Assumption of Linearity

Linearity dependant, variable as lin ear fun ction of the inde pendent, variable (unhui, Z., Li, X.,
& Wang, Y, 2021) "Linear regression needs the relashinship between the dependant variable
ande ind ependent variab le to be linear. It is al so im portant to ch eck for ou tliers since linear
regre ssion is sen sitive to outlier effects. One way to test the linearity assu mption can be
through the exami nation of scatter plots" (Schreiber-Gregory, D., & Bader, K, 2018).The
straight line in the normal probability plot in Figure 4.2 shows the linearity assumption has been
met for this study.

Figure 4.2: linearity assumptions

Source: own survey, (2025)
#4. Assumption Homoscedasticity
The scatter of the residuals (difference between the predicted value and observed value) should
not change as we move along the X-axis (Myers, R. H., Well, A. D., & Lorch, R. F., 2012).
There should be no obvious overall pattern to the residuals (Fox et al., 2015). The residuals
should be randomly and evenly dispersed around the horizontal line of zero on the scatter plot
(Cohen et al., 2003). The residuals are randomly and evenly dispersed as shown the Figure 4.4
below. Thus, there is no problem of hetroscedasticity.

54
 Figure 4.3:Heteroscedasticity, Test resualt
Source: own, survey, (2025)
#5. Assumption Autocorrelation
Regression analysis relies on the assumption that the error or residual terms of two or more
observations are uncorrelated. (Kothari r, 2004) This assumption is evaluated for each regression
method using the Durbin-Watson test, which assesses the correlation among the residuals of the
variables. The statistic's value can range from 0 to 4. To satisfy this assumption, the Durbin-
Watson value should be near 2. Generally, the residuals are deemed independent (uncorrelated)
when the Durbin-Watson statistic is about 2, with an acceptable range being between 1.50 and
2.50. (Muluadam,2015). From our test, the value of Durbin Watson is 1.974, There fore the data
in this study is free from the pr oblem of autoco rrelation si nce the Durbin-Watson
statistic is closer to 2.

55
 4.4.3. Multiple Regression: Model Summary And ANOVA Test Analysis.
Multiple regression model are employes in explanatory study when the researcher interested in
forcast the value of the dependant variables in the study research.the study must use multiple
regression modle (Jullie, 2005)and (Kothari r, 2004) thus the present study employed multiple
regression analysis to examine the effect of six knowledge management dimensions on the
organization performance of Tsedy Bank Debre Berhan City Branches.

4.4.3.1 Model Summary Test Resualt

Table 4.13:Model Summary b
b
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
a
1 .899 .808 .801 .27355
a. Predictors: (Constant), Acquisition , Sharing, Application, Creation, Storage, Protection
b. dependant variable, organizational performance.
Source: own, survey(2025)
The study modl summary result shows that table 4.13 model correlation coefficient R has 0.899
which indicate that there is high and positive correlation between dependant variable and
independent variable .and also the adjested R square value result is 0.801 or 80.1 % of the
variation in organization performance at Tsedey Bank Debre Berhan City Branches.could be
expliained by knowledge management dimension variables.however other unexplored variable
may explain the organization performance which account for about 0.191%

4.4.3.2 Analysis of Variance/ANOVA/Tes Resualt

Table 4.14: Analysis of Variance Test Result

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 50.090 6 8.348 111.567 .000b
Residual 11.898 159 .075
Total 61.988 165
a. dependant variable are : organizational performance.
b. Predictors: (Constant), has Protection,Acquisition,Sharing,Application,Creation, Knowledge
Storage
Source: own survey,(2025)

56
The abo ve table 4.14 ANOVA result shows that demons trations the ge neral model significance
and this board help us to make su re the above model has statist ically sig nificant predictor of the
outcome with organizational p erformance for the reason the p value has l ess than 0.05 therefor a
significant amount of organi zational performance is influncede by kn owledge management
dimension (know ledge ac quisition, knowledge sharing, kn owledge pro tection,kno wledge
appilicat ion,knowledge creat ion,know ledge storage) furth ermore it can be cocluded as the
general regression model has significant, F =111.567,p value of 000.

4.4.3.3. Regression Coefficients On The Effect Of Km Practice

Table 4.15 regression coefficients

Coefficientsa
Model Unstandardized Standardized T Sig
Coefficient Coefficients
B std. Error Beta
1 (Constant) .001 .153 .009 .993
Knowledge Acquisition .155 .041 .164 3.836 .000
Knowledge Creation .060 .044 .076 1.374 .171
Knowledge Application .141 .050 .143 2.806 .006
Knowledge Sharing .297 .044 .311 6.714 .000
Knowledge Storage .218 .045 .280 4.866 .000
Knowledge Protection .129 .057 .156 2.276 .024
a. Dependent Variable: Organizational Performance.
Source: own survey,(2025)
Above the table 4.15 shows that the resualt of regression coefficients the analyisis of the
knowledge acquisition on Tsedey bank debre berhan branch affect organizational, performance
can be conducted the unstandardized coefficient for knowledge, acquisition is 0.155 with
corroseponding standardized coefficient of Beta 0.164 and the P value has less than 0.01 this
indicates tha for evry one unite increase in knowledge acquisition ther is 0.155 unit increase in
organizational ,performance.the effect of knowledge application on Tsedey bank debre berhan
city branch revals compelling result the unstandardized coefficient, for knowledge appilication is
0.141, and corresponding standardized ,coefficient Beta is 0.143 and also the p value is less than

57
0.05 this indicates that for every one unit increase in knowledge application there is a 0.141 unit
increase in organizational, performance.
Based on the coefficient result the effect of knowledge sharing on organizational ,performance of
tsedey bank debre berhan city branchs can be conducted.the unstandardized coefficient for
knowledge sharing is 0.297,with a corresponding standardized coefficient, Beta is 0.311 and also
the value of p is less than 0.01.this indicates that for every one unite increase in the incorporation
of knowledge sharing,there is a 0.297 unite increase in organizational, performance.
The analysis of knowledge storage on organizational performance of tsedey bank debre berhan
city branchs effect compelling the resual. That are the unstandardized coefficient for knowledge
storage is 0.218,which a corresponding standardized coefficient Beta of 280 nad the p value is le
ss than 0.01 this resual indicates for every one unit increase in, knowledge storage there is a 0.218
unit increase in organizational, performance of Tsedey bank. Finaly on the result of coefficients
the analysis of the effect, of knowledge protection on organizational, performance Tsedey bank
can be conducted the unstandardized coefficient for knowledge protection is 0.129,with a
standardized coefficient Beta of 0.156 and the p, value is less than,0.05 this result shows that for
every one unite increase knowledge protection there is a 0.129 unite increase in Tsedey bank
organizational performance.
However, knowledge creation unstandardized coefficient result is 0.60, with a p-value, of 0.171.
Although the coefficient is positive, the p-value is not statistically, significant at the conventional
level, (p >0.05).
Based On The Provided Regression Coefficients, The Equation For The Model Is As
Follows

Organizational performance (Y) = .001 + 0.155 (knowledge acquisition) + 0.141 (knowledge

appilication) + 0.297 (Knowledge Sharing) +0 .218 (Knowledge Storage + 0. 129 (Knowledge
Protection).

58
4.5 Hypothesis result and Discussions
Hypothesis 1: Knowledge acquisition significantly, and positively affect organizational
,performance of Tsedey Bank, Debre Berhan City Branche.
The result of multiple regression presented in table 4.15 above shows that knowledge acquisition
is positively and significantly affect Tsedey bank organizational performance with the values the
Beta coefficient 0.155 with p value of 000 therefore the result supports the haypothesis.The
finding of this research regarding (Odunladi, 2023) conducted a study that Manufacturing The
study showed that,.

Hypothesis 2: Knowledge Creation significantly and positively affect organizational

performance of Tsedey Bank Debre berhan city branche.
Above the table 4.15 shows that the result in regression coefficients revald that knowledge
creation insignificant effect on the organizational, performance of Tsedey Bank Debre Berhan
City Branches. because its significant value was greater than 0.05(0.171>0.05).in this study
supports by (Gabriel, A. O., Oluwatosin, O., & Temitayo, J, 2024) conducted a study examining
knowledge ,management and its effect on organizational, performance during the Japa period,
specifically focusing on banks in Oyo State. The study's findings revealed that knowledge
creation do not significantly, affect the ,performance of the selected banks. this research aligns
with these findings. However, as highlighted in the problem statement above, there are conflicting
results in existing studies. For instance, (Ewomazino, G. O., & Demaki, G. O., 2024) research
findings that knowledge creation had a significant positive effect on the performance of
commercial banks in Nigeria,therfor contradicting the conclusions drawn by. (Gabriel, A. O.,
Oluwatosin, O., & Temitayo, J, 2024).
Hypothesis 3: Knowledge Application significantly and positively affect organizational
performance of Tsedey Bank, Debre Berhan City Branche.

in table 4.15 shows the result of coeffistiont regresseion that indicatede that Knowledge
Application positively, and significantly predicted organizational performance with values of The
beta coefficient of Knowledge Application is 0.141 with a p-value, of 0.006, which is less than

59
,0.05. Therefore, we accept the hypothesis or we have enough evidence to conclude that
Knowledge Application significantly and positively influences the organizational performance of
Tsedey Bank Debre Berhan City Branches. The findings correspond with the results by
(Osayande, 2021) The study investigate knowledge management and organizationale
performance banks in Nigeria. The result have significant positive relationship with performance
of the organization..

Hypothesis 4: Knowledge Sharing significantly and positively affect organizational

performance of Tsedey Bank, Debre Berhan City Branche.
The multiple regressions,resual as presented in Table 4.15 The beta coefficient of Knowledge
Sharing is 0.297 with, a p-value, of 0.000, which is less than, 0.05 Therefore,accept the
hypothesis or we have enough evidence to conclude that Knowledge Sharing significantly and
positively influences the organiza tional perfor mance of Tsedey Bank Debre Berhan City
Branches.As mentioned in the problem statement above, we have identified a disagreement
among existing findings. Specifi cally, (Djangone, B., & El-Gayar, O, 2021) explor the effect of
knowledge sharing, on orga nizational pe rformance, while also exploring the moderating role of
corporate culture within higher education institutions. Their findings indicated that knowledge
sharing does not have a signif icant, relati onship ,with orga nizational ,perfo rmance.In
contrast,the research results differ showing in this finding resualt. Furthermore,this study aligns
with the finding of the effect of kno wledge, sha ring on the competitive advantage of comer cial,
banks in Kenya. The study's findings demonstrated asignificant positive correl ation, between
knowled ge sharing, and competitive, advantage, indicating that effective knowledge-sharing
practices are closely linked to enhanced financial performance among the participating banks.
Moreover, the results suggested that banks that prioritize knowledge-sharing initiatives are better
positioned to enhance their operational efficiency and responsiveness to market demands. This
strategic focus on knowledge sharing ultimately contributes to achieving and sustaining a
competitive advantage within the industry. (Juma M. M., 2024)

Hypothesis 5:Knowledge Storage significantly and positively affect organizational

performance of Tsedey Bank Debre Berhan City Branche.
Table 4.16 shows the result of regeression coefficient of Knowledge Storage is 0.218 with a p-
value of 0.000, which h is le ss than 0.05 Th erefore, we accept the hypothesis or we have enough

60
evidence to conclude that Knowledge Storage significantly and positively influences the
organizational performance of Tsedey Bank Debre Berhan City Branches. The findings

correspond with the results by (Haider, M., & Mohailan, A, 2024) studid in The Impact of Kno

wledge Mana gement, on Organ izational, Perfo rmance Ex cellence, in the ,Region the finding
result attempts to demonstrate,the effect of knowledge, management on organizationale
performance Jordanian universities in northern region. The finding results are knowledge
management dimensions have positively affected organizational excellence.

Hypothesis 6: Knowledge Protection significantly and positively affect organizational

performance of Tsedey Bank, Debre Berhan City Branche.

as presented in Table 4.16 The beta coefficient, of Knowledge Protection is 0.129, with a p-value
of 0.024, which is less than, 0.05 Therefore, accept the hypothesis or we have enough evidence to
conclude that Knowledge Protection significantly and positively influences the organizational
performance of Tsedey Bank Debre Berhan City Branches. The result is consistent (Idrees, H.,
Haider, S. A., & Kayani, M. S, 2023) examined how knowledge management (KM) capabilities
specifically knowledge protection affect organizational performance in construction firms
operating under the Defence Authority in Pakistan.The findings revealed that knowledge
protection positivily and significantly influence organizational performance.

61
 Table 4.16:Summary Of The Hypothesis Test Result.

Hypothesis Statement of hypothesis Unst P-value Decision

Coefficients

Ha1 Knowledge acquisition :-significantly , positively .155 .000 Accepted

affect organizational performance of tsedey bank
debre berehan city branches.
Ha2 knowledge creation significantly and positivle affect .060 .171 Rejected
organizational performance of Tsedey Bank, Debre
Berhan City Branche.
Ha3 knowledge Application:- significantily,positivile .141 .006 Accepted
affect organizational performance of Tsedey Bank,
Debre Berhan City Branche.
Ha4 knowledge sharing:- significantly,positivily affect .297 .000 Accepted
organizational performance of TsedeyBank, Debre
Berhan City Branche.
Ha5 knowledge Storage:- significantly,positivily affect .218 .000 Accepted
organizational performance of Tsedey Bank Debre
Berhan City Branches.
Ha6 Knowledge protection:-siginificantly ,positivily .129 .024 Accepted
affect organizational performance of Tsedey Bank
Debre Berhan City Branche.
Source: own survey, (2025)

62
 CHAPTER FIVE
SUMMARY,CONCLUSION,AND RECOMMENDATION
5.1 Summary Of The Major Findings.
the mian purpose of this study, has to investigate, the effect of knowledge managemenet practices
on organiztionale performance of tsedey bank in debre berehan branches.and also the specific
objective wre analyze the effect of know ledge, mana gement di mension including the
indepenedant variable that are knowledge aquiacq uisitio,kno wledge creation,kn owledge
appilication,knowledge sha ring, know ledge sto rage, and kno wledge pro tection on the
organizat ional, perform ance of tsedey bank in debre berehan city branches.the study has based
on explanatory and explanatory, research de sign and adopted a quan titative, research ap proach
used.primary data has collected by using questionnaires and also 170 questionnaires out of which
166 were received.the rese arch ,fin dings were an alyzed, to en able the study to ,und erstand the
findi ngs from the data coll ected mean and this has done with the statical packages for social
sciences(SPSS) the resepondatn demographic profiles were analyzed using percentage and
frequenceies. As inferential statistics,tool such as correlations,regression,and coefficient wer used
to analyzed the study of effects between inde pendent, and dep endent, variables of the study.
After gathed the information analayzing the following main finding were identified the result of
demogr aphic chara cteristics of the employee indicate that the major of the total respondents are
male (65.7%) with age level the majo rity of the rese pondant are rang ing between 26-35 years in
percent expressed are 51.2% with educational level the ma jority of the re spondents, are
bachelor degree having (69.9%) and working experience the majority of the respondents, are
ranging between 11-15 years in present expressed 49.4%,the majority of the respondant wre non
managerial position having (87.3%)
The statistics of descriptive result showed that the respondant perception of mean and standard
deviation knowledge acquisition has 3.6122 and .64559 respectively. This indicats according to
respondent respons the effect of ,knowledge, acquisition on tsedey bank organizational
performance was at medium level.knowledge creation are as the result indicates that the
resepondent perception of the mean, and standard deviation, are 3.5735 and .77367 respectively.
Thise result shows knowledge creation on organizationale performance of tsedey bank debre
berhan branch was at medium level. The result of knowledge application by perception of
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respondant that the mean, and standard, deviation has 3.6438 and .62471 respectively,this
perception respondat result shows that knowledge application is on stedey bank debre berehan
city branch are affect by medium level.
The main result of knowledge sharing result of mean, and standard, deviation was, 3.7410 and
.64249 respectively this resual shows that knowledge sharing is effecte of organizational
performance in debre berehan city branch on tsedy bank was at a high level.
Knowledge storage mean and stanadard deviation shows that by perception of respondat resualt
was 3.5878 and.78647 respectively. This result indicated that knowledge storage is effect on
organization performance of tsedy bank debre berehan city branchs was at a medium level.
Finaly the result of knowledge protection resault according to resepondant perceptions mean and
standard deviation are 3.6036 and .74394 respectively,this result indicats that knowledge
protection are effect of tsedy bank in debre berehan biranchs on organization performance was at
a medium level.
The result correlation analiysis showed that overall correlation coefficients suggest that all aspects
of knowledge management dimension or independent variables are positively correlated with
organizational performance of tsedey bank debre berehan city branches.this result indicates are
the level of knowledge management increase ther is a tendency for organizationale performance
to improved.the finding suggest that effective knowledge management dimensions important
factors that contribute to successful organizational performance in the bank institution espacialy
tsedey bak of debre berehan city branches.
The model summary result showed that the effective knowledge management practice dimensions
are strong positive effect on organizationale performance of tsedey bank debre berhan city
branchs.these factors collectively expliand approximately 80.1% of the variance in
organizationale performance of tsedey bank debre berhan city.the model predictions has en
average error of .27355 this modl result showed that a reasonable levelof accuracy.
In table 4.15 above showed that the result of regressions of the study revals that knowledge,
management, has with out knowledge creation all are a positive significant effect on
organizational performance of tsedey bank debre berhan city branch.and also specifically the
finding result knowledge, acquisition, knowledge ,sharing, knowledge storage are strong
influence on organizationale performance.however the study result indicated that knowledge

64
creation has not significantly influence on organization performance of tsedey bank debre
berhan city branches.
In the study result shows that unstandardized coefficients for knowledge acqui sition is 0.155,kno
wledge,create on, 0.060, kno wledge application 0.141, knowledge sharing 0.297, knowledge
storage 0.218, and knowledge and knowledge e protection are 0.129 these coefficients
indicate that each unite increase in the corresponding independent variable is associated with an
increase in the dependent variable.

65
5.2 Conclusion
This research the major aimed is to investigation the relationship of knowledge management,and
organizati onal, perform ance of tsedey bank debre berhan city branches.based on the result of
the reserchs and su mmary of fi ndings, the fo llowing, conclusions was made.
The pearson correlation test result, showed that the knowledge management dimensions was a
positive correlated with the organizationale performance of tsedey bank in debre berhan city
branches.the study findings that are important factors to contribute to organizational performance.
Based on The findi ngs, of regression analysis it can also be concluded, that knowledge, manage
ment dimensions (knowledge acqu isition, knowledge sha ring knowledge appl ication,knowl
edge storage, knowl edge protection) have a significant, and positive effect on organizationale
performance of Tsedey Bank Debre Berhan City Branchs. However the research finding result of
knowledge creation have not siginificant relashinship between in organizational performance of
tsedey bank on debre berhan branch. Therfore by indicating the result of regression The research
highlighted that these knowledge managemet dimension are play a vital role in the survival and
success of an organization.
Further more the research finding of model summary shows that R square is 0.801 or 80.1 %. this
result value indicates the proportions, of the variance, in the dependant variable that can be
explained, by the independent, variables.Although a substantial portion of the variance was
explained by the knowledge management practices, approximately 19.9% remained unexplained.
Therefore, further research is needed to delve deeper into these unexplained factors.
Generally this study emphasizes the importance of effective knowledge, management practice in
enhancing organizational, performance.it provides valuable, insights for tsedy bank and similar
organization in improving their knowledge related processes to achieve better performance
outcomes.

66
 5.3 Recommendation
Based on the study, findings, the researcher forwarded the following ,recommendation,.
The study found that kn owledge ,acqui sition, was a signi ficant infl uence on the organi
zational perform ance of Tsedey Bank Debre Berhan city branches.the bank should focus on
actively captu ring knowle dge from b oth internal, and external sour ces.this can be achieved
through trainin/g provided by experienced employees within institution,universities in the
country,and regular training sessions.a/dditionally it is /essential to acquire /knowledge about
new services and hire in /experienced/ employees also gaining further insights about the
organizational aspects from international universities.
The study discovered that the application of /knowledge /significantly impacted the
organizational performance of Tsedey Bank Debre Berhan City Branches. The bank should
prioritize making sure that/ its employees /apply their knowledge efficiently that it provides
the tools they need to do so and that they use it in their daily tasks. The bank should also
encourage its employees to apply collective knowledge establish procedures for applying
knowledge gained through experience and encourage the use /of knowledge in/ the creation of
new services.
Knowledge sharing has a significant impact on the organizational performance of Tsedey
Bank Debre Berhan city branches. /Accordingly/ the study suggests that managers and
seasoned staff members actively impart their knowledge to other staff members through
meetings and brief training sessions. Additionally seasoned employees should impart their
knowledge to less experienced/ and /newer staff/ members through educational and practical
activities. The organization should encourage open communication among staff members
through team meetings workshops and /knowledge /sharing /sessions. Additionally it should
acknowledge and reward those who actively share valuable knowledge. Finally it should set
up a centralized platform where/ employees can upload access and exchange documents best
practices and industry insights.
The study found that /knowledge storage significantly influence the organizational
performance of Tsedey bank debre berhan city branches.the study, recommends that
organizations should ensure that work procedures/ are stored as soft copies in secure
electronic archives and databases. These stored knowledge resources should be easily
accessible, to all employees without requiring them to contact the person, originally

67
developed them. To maintain an efficient knowledge management system, employees should
be encouraged to immediately store any new insights, solutions, or lessons learned in the
system. Additionally regular training should be provided to employees on how to effectively
stor ,organize,and retrieve knowledge
Knowledge protection significantly influences the organizational performance of Tsedey bank
debre berhan city branches.it is recommended knowledge protection it is advised that the
bank improve its knowledge protection procedures. To protect sensitive data this can be
accomplished by putting in place access control systems creating explicit data security
policies and utilizing cutting-edge /cyber/security tools. The bank/ should also regularly train
staff members on confidentiality and information security while fostering an environment that
respects and supports the preservation of organizational knowledge. By taking these steps the
security of important knowledge assets will be guaranteed and organizational performance
will improve.

68
5.4 Limitations ,And Suggestions ,For Future Research
Future ,research could explore additional knowledge management that were overlooked in this
study could be investigated in future research. Future research could compare bank branches in
different regions of Ethiopia or between urban and rural areas as this study was carried out in
Debre Berhan City. Such research would shed light on the ways in which socioeconomic and
geographic variables affect how well knowled/ge manag/ement techniques work. Future research
could expand the sample size by incorporating more banks which would improve the findings
generalizability and give a more comprehensive picture of how management practices and
knowledge affect organizational performance in the banking sector. Furthermore although the
current study used a quantitative research approach mixed or qualitative methods may be used in
future studies. This method would enable a more thorough investigation of the topic gathering
statistical information as well as detailed insights from the experiences and viewpoints of
participants.

69
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 APPENDIXES
QUESTIONNAIRE
DEBRE BERHAN UNIVERSITY
COLLEGE OF POST GRADUATE
DEPARTMENT OF MANAGEMENT
MBA PROGRAM
Greetings, participant the purpose of this questionnaire is to gather primary data for my executive
MBA thesis at Debre Birhan university.Dear respondent this questionnaire is prepared to
Investigate effect of Knowledge Management Practice On Organizational Performance :a case
study on Tsedey Bank Debre Berhan city branches. Your involvement in this study highly value
as a member of this organization. I ask you to answer the questions honestly and frank since you
are the only one who can provide us with accurate information about the bank's experience
implementing strategies. I sincerely appreciate your cooperation and time. I am really grateful for
your organization and for helping to further this research project. Any of your responses were
kept absolutely confidential and used only for academic purposes.
If you have any questions or concerns about completing questionnaire please contact me via the
address provided below:-.
Shegaw weldegiwergis Mobile:- +251-936754200 or Email [email protected]
Section 1(one ): Respondent Back Ground Information
This section contains general biographic data regarding the respondent. Please tick as appropriate
in the boxes using a tick (√) or cross mark (x)
No Tick as Appropriate
1 Gender Male
Female
18-25
2 Age 26-35
36-45
Above 45
Certificate
3 Diploma
Educational level BA/B.S
MBA/M.S
5 years and below
How long have 6-10 years
4 you worked for 11-15 years

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 the Organization? 16 -20 years
21 years and above
Vice, Preside Managerial
5 Current position Head of Department Position
in the Middle Management
organization Customer Service Non-Managerial
Position
Other

Section 2 (two): examine knowledge Management practices.

This section sought to examine knowledge Management practices. Please put an “X” mark in the
appropriate column. The options range from 1(strongly disagree), 2(disagree), 3(I have no
opinion), 4 (agree), and 5 (strongly agree).
N.o Items Scales
Part I. Items Knowledge Acquisition - Related Questions 1 2 3 4 5
1. My organization has processes for acquiring knowledge about competitor within own
firm.
2. My organization has processes for acquiring knowledge about new services within our
firm.
3. The organization sends employees for external trainings

4. In my Organization experienced Employees are recruited to bring new knowledge into

the organization.
5. The organization invests in Research & Development.
6. My organization has processes for generating new knowledge from existing knowledge
7. My Organization has teams devoted to identifying best practices.

8. Effective knowledge acquisition practices lead to improved customer satisfaction in the

banking industry.

Part II. Items Knowledge Creation-Related Questions 1 2 3 4 5

1. Encouraging employees to actively participate in knowledge-creation activities leads to

better customer service and satisfaction in banking organizations.
2. My Organization has Training related practices to create knowledge.

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N.o Items Scales
3. The organization rewards employees to encourage creativity.
4. The adoption of knowledge-creation practices contributes to the development of
competitive advantage for banks in the industry.
5. Effective knowledge-creation practices contribute to better risk management and
compliance processes in banking organizations.

Part III. Items Knowledge Application-Related Questions 1 2 3 4 5

1. There is lack of encouragement, to apply the shared knowledge in organization.

2. New hairing is doing long befor expert depart to facilitate ,knowledge transifer
3. Implementation of the knowledge management, strategy and plan is openly and
actively, supported by management
4. My organization has processes for applying knowledge, learned from mistake.
5. My organization has processes for appliyin ,gknowledge learned from experience.
6. The organization has processes, for using knowledge to solve new problems.
7. My organization has processes, for using knowledge development of new service.
8. My organization able to locate and apply knowledge, to changing competitive
condition.

Part IV Items Knowledge sharing-Related Questions 1 2 3 4 5

1. Knowledge sharing is a key component of employees appraisal system.

2. Employees share their experiences and knowledge about work with other
organizations in meetings.
3. My organization management teams have knowledge-sharing experiences in all departments.

4. The organization recognizes and rewards employees who actively engage in

knowledge sharing.
5. The organization has a written knowledge sharing practices.
6. My organization has a motivational incentive system (promotion or rewarding) for
employees and shares knowledge in the organization.
7. The organization employees commit to sharing knowledge continuously
8. Skills are not effectively transferred to junior staff from more experienced employees in the
organization.

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N.o Items Scales
Part V. Items Knowledge storage -Related Questions 1 2 3 4 5
1. Knowledge is kept in databases or repositories
2. The service has adequate server for storing, soft copies of work procedures or manuals
3. To what extent do you believe that proper knowledge storage, practices contribute to
increased efficiency in the banking industry?
4. How satisfied are you with the knowledge storage, practices implemented in your
organization for achieving organizational goals in the banking industry?
5. The organization has established knowledge, of archival system.
6. The organization has knowledge procedures manual.
7. Organization knowledge has stored in electronic archive and databases, and it is
accessible to all members of employees without having to contact the person who
originally developed. .
Part VI. Items Knowledge protection-Related Questions
1. Knowledge leakage can be protected,both inside and outside the organization

2. Detection of leakage of knowledge by employees is rewarded

3. Blocks knowledge from theft within or outside the organization.

4. Provides technology that can restrict easy access to som source of knowledge

5. Designs incentives that will encourage, the protection of knowledge.

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Part VII. Items related to Organizational Performance 1 2 3 4 5

1. My organization consistently, achieves its financial objectives in the banking

industry.

2.
There is increase in market share by percentage point, there by increasing
profitability.

3.
the organization consistenly, provide high quality banking services to its customers.

4. The skills and knowledge, an employee enhance product and service quality and
increase productivity

5.
The number of clients who are using our services have increased.

6.
Knowledge management, enabled the organization to increase the value of service

7.
My organization become more innovative of new service.

8.
the organization implementation,of new technology and program for a firm.

THANK YOU!!!

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