Framework for Knowledge management implementation in oil and gas projects: Case Nigeria and UK

This thesis examined the efficacy of knowledge management based systems and best practices that could be used to address operational issues in Nigeria. The research focussed on the experiences of senior managers in Nigeria and the UK. The research employed both qualitative and quantitative methodologies to capture all the relevant experiences of senior managers. The findings revealed a number of knowledge management variables that either facilitated or limited the effectiveness of knowledge management based systems. These were synthesised into a framework capturing seven-well defined stages. All these steps emerged as being related; they are comprised of independent variables. These steps were found to comprise of knowledge management technology approaches, knowledge management people approaches, knowledge management strategies and value enhancing practices. The framework delineates the key variables that influence knowledge management based systems and highlights how value enhancing practices can be managed and implemented. The framework was developed from the key variables identified from the qualitative and quantitative analysis. Framework validation was by follow-up deliberations, which were conducted with managers in selected organisations in Nigeria and the UK. Reflecting on their experiences, the participants confirmed that the proposed knowledge management framework and its seven well-defined stages were central to the effectiveness of knowledge management in oil and gas projects. This thesis concludes by reiterating that the strategies proposed in this research cannot be expected to resolve all knowledge management operational issues in Nigeria. However, their use defines an approach that is superior to the traditional approaches typically adopted and consequently merits far wider application.

Name dc:type.qualificationname

phd

Level dc:type.qualificationlevel

doctoral

Grantor dc:publisher.institution

Liverpool John Moores University

Year dc:date.issued

2015

Author dc:creator

• Ovbagbedia, OO

Contributors dc:contributor

• Ochieng, Edward

• HD28 Management. Industrial Management

DOI dc:identifier.doi

https://doi.org/10.24377/LJMU.t.00004431

OAI identifier oai:identifier

oai:researchonline.ljmu.ac.uk:4431