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Knowledge Management in Engineering Companies in the Nigeria Oil and Gas Industry
by Babajide Adeniran Ojuola
Engineering companies in the Nigerian Oil and Gas Industry are not able to optimize their knowledge resources through the continual conversion of tacit knowledge to organizational knowledge. This is due to barriers that inhibit the holistic process of tacit knowledge conversion. The purpose of this qualitative case study was to understand the enablers and barriers to tacit knowledge conversion in engineering companies as perceived by engineering practitioners working in the Nigerian oil and gas industry.
The central research questions focused on exploring the enablers and barriers to the conversion of tacit knowledge to organizational knowledge in oil and gas engineering companies in Nigeria. An integration of tacit knowledge conversion framework and organizational learning framework provided a two-fold conceptual lens for exploring the enablers and barriers to tacit knowledge.
Knowledge Management in the Age of AI: Implications for business strategy in the oil and gas industry
by Babajide Adeniran Ojuola
In the age of AI, knowledge has become a company’s most vital asset. For industries like oil and gas, managing this knowledge is crucial for performance and safety
AI is fundamentally changing how knowledge is managed to gain a competitive advantage. This intersection of knowledge management and AI is especially critical for the energy sector.
Effective Knowledge Management through the Edge of Chaos: A Precursor to the Emergence of Collective Intelligence and Innovation
by Babajide Adeniran Ojuola
Knowledge management (KM) has evolved from basic data storage to a sophisticated discipline shaping organizational learning, adaptation and innovation.
Successful KM systems avoids extreme rigidity (bureaucracy, silos) and total chaos (fragmented systems).
It operates where knowledge flows freely under governance. Systems are reliable yet flexible.