AN EVALUATION OF ORGANISATIONAL POLITICS AND THEIR IMPACT ON WORKPLACE KNOWLEDGE SHARING AMONG EMPLOYEES IN CAMEROON

CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Organisations have transitioned from a period focused on manufacturing to an economy centred around information and knowledge work. In this new era, their success is increasingly dependent on their ability to successfully utilise information and leverage corporate knowledge. The knowledge management literature describes the immense reservoir of knowledge, expertise, and best practices that remain undiscovered and underutilised within organisations. Effective collaboration and fruitful sharing of information and expertise are essential for organisations (Grayson 2017). According to Marshall and Brady (2021), teamwork is considered the fundamental element for establishing and improving the modern workplace in the 21st century. Many organisations are increasingly recognising the potential for enhanced productivity and innovation via better management of their information assets (Evans & Price 2022). Grayson (2017) argues that information may be a valuable asset that enhances competitive advantage when it is effectively utilised and disseminated across interpersonal or digital networks. 

The term "Absorptive Capacity" in Knowledge Management literature refers to an organization's ability to effectively acquire and assimilate external knowledge, and then transform and utilise that knowledge within the organization's daily operations and processes (Cohen et al., 2020). Knowledge sharing entails the transfer of knowledge, skills, and expertise between employees, promoting a culture of learning and collaboration. Efficient dissemination of knowledge can result in enhanced problem-solving, innovation, and overall organisational effectiveness. It enables employees to leverage one another's experiences and insights, ultimately augmenting the collective intelligence of the organisation (Grayson 2017). Nevertheless, the presence of organisational politics can greatly impede the process of knowledge exchange. When employees engage in political manoeuvring, they may withhold information as a strategy to acquire or retain influence. This behaviour can result in the formation of isolated groups within the organisation, decreased collaboration, and an overall decrease in the sharing of knowledge within the organisation (Sam, 2021).

Organisational politics encompasses actions that prioritise personal gain and are in opposition to the objectives and concerns of others. In his 2021 publication, Dave characterises these politics as a "malevolent network" and "the adversary that lies concealed beneath the exterior of the majority of workplaces." Dave asserts that engaging in "political games" can have detrimental effects on employee morale and result in the squandering of an organization's time and resources, ultimately leading to a negative influence on productivity and performance. Various methods are utilised in playing the organizational politics game in the workplace These strategies encompass the act of launching offensive actions or assigning blame to others, utilising information as a means of political leverage, exerting control over channels of information dissemination, fostering alliances with individuals who hold significant power and influence, generating obligations through the accumulation of favours, and enlisting external consultants to bolster their perspectives (Jash 2019; McShane & Von Glinow 2020). Workplace politics frequently manifest as insidious kinds of harmful gossip, rumours, or criticism, through which the office politician manipulates the dissemination of information. Office politicians may engage in the dissemination of discrediting material and reputation-damaging tactics against colleagues they regard as threats to their own success. Additionally, they may use the flaws of others to diminish their perceived competence (Dave 2021). Ivancevich and Matteson (2022) describe this phenomenon as 'ingratiating strategies'. 

The business climate in Cameroon is shaped by a combination of traditional beliefs and contemporary practices. Hierarchical systems, which frequently prioritise deference to authority and seniority, can intensify disparities in power and promote favouritism (Kinicki & Buelens 2022). In addition, economic difficulties and a scarcity of job prospects can intensify competitiveness among workers, leading to an increase in political behaviour. Organisational politics in Cameroonian organisations can be observed in the form of favouritism, nepotism, lobbying, and the establishment of alliances and cliques. These activities have the potential to foster an environment characterised by suspicion and rivalry, rather than one characterised by transparency and cooperation. As a result, employees may develop a reluctance to share expertise due to concerns that it may be exploited against them or provide advantages to competitors. This study aims to assess the influence of organisational politics on knowledge sharing among employees in Cameroon.

1.2 Statement of the problem

Effective knowledge sharing among employees is essential in today's organisational context to promote innovation, enhance productivity, and sustain a competitive advantage. In Cameroon, like in numerous other nations, organisations are contending with the difficulty of establishing environments that foster open communication and collaboration. Nevertheless, the collaborative procedures are frequently disrupted by organisational politics.

Research has indicated that engaging in political behaviour within an organisation leads to a sense of mistrust among employees (Koffi, 2022). When there is a lack of trust, employees are less inclined to freely share knowledge, as they fear that their contributions may be exploited or that they may lose their competitive advantage. According to Amadi (2021), organisational politics might result in ineffective communication routes. Deliberate withholding or distortion of information might hinder the effectiveness of knowledge transfer. Political manoeuvring frequently leads to the creation of exclusive factions and isolated groups, when information is withheld within specific circles rather than being disseminated throughout the entire organisation. The segregation of information restricts the organization's capacity to utilise its combined expertise (Abasiama, 2019). Koffi (2022) asserts that the practice of favouritism and nepotism can result in an unequal allocation of knowledge resources, where specific individuals or groups receive more assistance and information than others. This can lead to inefficiencies and foster feelings of resentment.

Organisational politics can take on different manifestations, such as favouritism, power battles, and manipulation, which can have a substantial impact on the sharing of knowledge among employees (Koffi, 2022). Although the significance of information sharing for organisational success is increasingly acknowledged, there is a lack of empirical research that specifically examines the relationship between organisational politics and knowledge sharing within the context of Cameroon. The main objective of this study is to tackle the issue of limited comprehension of the impact of organisational politics on knowledge sharing among employees in Cameroon. This involves analysing whether political behaviours and power dynamics impede or promote the exchange of information and expertise within organizations.

Objectives of the study

The primary objective of this study is to critically evaluate organizational politics and their impact on workplace knowledge sharing among employees in Cameroon. Specific objectives of this study are to:

To Identify the types of Organizational Politics in Cameroonian Organizations.

To assess the Impact of Organizational Politics on Employees' Willingness to Share Knowledge in Cameroonian Organizations

To evaluate the Impact of Organizational Politics on Organizational Performance in Cameroonian Organizations

To propose strategies to reduce the negative impact of organizational politics on knowledge sharing in Cameroonian Organizations

1.4 Research Questions

The following research questions which are in line with the objectives of this study will be answered in this study:

What are the prevalent types of Organizational Politics in Cameroonian Organizations?

What is the Impact of Organizational Politics on Employees' Willingness to Share Knowledge in Cameroonian Organizations?

What is the Impact of Organizational Politics on Organizational Performance in Cameroonian Organizations?

What are the strategies to reduce the negative impact of organizational politics on knowledge sharing in Cameroonian Organizations?

1.5 Research Hypotheses

To determine the effectiveness of this study, the following research null hypotheses will be formulated to guide the study and it will be tested at 0.05% levels of significance.:

Ho: Organizational politics have no significant impact on Employees' Willingness to Share Knowledge in Cameroonian Organizations.

Ha: Organizational politics have significant impact on Employees' Willingness to Share Knowledge in Cameroonian Organizations.

1.6 Significance of the study

This study is important because it focusses on a crucial element of organisational existence that has an impact on performance, culture, and the well-being of employees. The study seeks to enhance work environments in Cameroon and beyond by examining the relationship between organisational politics and information sharing. 

Through comprehending the influence of organisational politics on the sharing of knowledge, organisations can recognise obstacles and facilitators specific to their particular circumstances. This might result in the use of more efficient methods that boost the overall efficacy and productivity of the organisation. Improved knowledge dissemination can result in enhanced decision-making, heightened innovation, and a greater competitive advantage in the market.

Moreover, this study can provide insights into the impact of political behaviours on workplace culture, which is essential for cultivating a favourable work atmosphere. The study's recommendations can assist organisations in formulating ways to alleviate adverse political behaviours, fostering a culture characterised by transparency and cooperation.

Moreover, the results will offer leaders and managers valuable insights into the impact of organisational politics on employee behaviour and knowledge sharing. One can establish effective management solutions to confront and handle political behaviours, resulting in a workplace that is more transparent and cooperative.

Moreover, the findings of the study can provide valuable insights to policymakers and industry regulators on the influence of organisational politics on knowledge sharing and organisational success. Policymakers can utilise these observations to establish frameworks or standards that promote optimal practices in knowledge management and organisational behaviour.

This study will ultimately enhance the existing academic literature on organisational politics and information sharing, specifically within the context of Cameroon. This study will establish a fundamental basis for future research, facilitating academics' comprehension of the impact of cultural and geographical elements on organisational dynamics.

1.7 Scope of the study

Broadly, this study focus is to critically evaluate organizational politics and their impact on workplace knowledge sharing among employees in Cameroon. Specifically, this study seeks to Identify the types and prevalence of Organizational Politics in Cameroonian Organizations and assess the Impact of Organizational Politics on Employees' Willingness to Share Knowledge in Cameroonian Organizations. 

Further, this study will focus on evaluating the Impact of Organizational Politics on Organizational Performance in Cameroonian Organizations and it also seeks to propose strategies to reduce the negative impact of organizational politics on knowledge sharing in Cameroonian Organizations.

 The study is carried out in Cameroon. 

1.8 Limitations of the study

As with any human endeavour, the researchers faced many minor constraints during the investigation. The main limitation was the lack of extensive literature on the subject, due to the limited availability of data about the assessment of organisational politics and their influence on knowledge sharing among employees in Cameroon. Hence, a significant allocation of time and exertion was necessary to ascertain the appropriate materials, books, or information and amass data. 

Furthermore, this study is constrained by its small sample size and narrow geographic scope, focussing just on Cameroon. Therefore, the conclusions of this study cannot be extended to other situations, thus requiring further investigation. 

Moreover, the researcher's restrictions were primarily due to financial constraints, as they are a student without any source of income to sustain themselves. The exorbitant transportation charges at the research location posed a challenge in meeting the expenses for transportation fees.

Furthermore, the researcher faced a time constraint due to the need to conduct this study while still fulfilling the obligations of attending lectures and participating in other educational activities.

1.9 Definition of terms

Politics: Politics is activities aimed at improving someone's status or increasing power within an organization.

Organizational politics: Also known as office politics and workplace politics, it involves the use of power and social networking within a workplace to achieve changes that benefit individuals within it.

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