Impact Of Managers’ Membership In Social Units On Knowledge Sharing Among Members In Nigeria’s Cosmopolitan Corporate Organizations

Abstract

This study investigates the influence of managers’ membership in social units on knowledge sharing behaviors within Nigeria’s cosmopolitan corporate organizations. Employing a cross-sectional survey design, data were collected from 79 first-level managers across Kano State using a structured questionnaire rated on a 5-point Likert scale. Descriptive statistics revealed a highly diverse managerial demographic, with a significant portion originating from Nigeria’s Hausa-speaking population and possessing postgraduate qualifications. A multiple linear regression analysis was conducted to evaluate the relationship between managers’ social unit memberships and their knowledge sharing practices. The results indicated no statistically significant relationship (F=0.70, p=0.100; β=0.14, p=0.237), suggesting that membership in social units alone does not substantially predict knowledge sharing behaviors in this context. Figure 1 illustrates the regression model’s coefficients, emphasizing the weak and non-significant effect. Furthermore, the discussion contextualizes these findings within Nigeria’s unique socio-cultural landscape, highlighting that organizational culture, role conflicts, and the depth of social engagement might moderate this relationship. The study concludes that while social network participation theoretically enhances knowledge dissemination, its direct impact in Nigeria’s diverse corporate environment appears limited. Therefore, it recommended that fostering organizational cultures that promote openness and integrating external social engagement strategies with internal knowledge-sharing initiatives to harness potential benefits effectively.

Keywords: Knowledge Sharing, Social Units, Social Capital, Managers’ Engagement and Nigeria’s Corporate Organizations