Abstract

Purpose – This paper aims to examine the relationships between leadership, knowledge management
capability (KMC) and process innovation during (and after) the COVID-19 pandemic in Africa.
Design/methodology/approach – The authors adopted a qualitative method with an interpretivist
approach. The empirical data was collected via in-depth semi-structured interviews with 20 participants –
6 from Ghana and 14 from Nigeria. The data analysis followed Gioia’s recommendations for qualitative
rigour.
Findings – This study found that the capacity to manage knowledge and innovate are just as important to
the success of organisations in turbulent times as are the qualities of its leaders. It further explores how
middle managers may encourage knowledge sharing within an organisation and how an alignment
between an organisation’s internal resources and existing opportunities ties into innovative outcomes.
Originality/value – This paper highlights how the interplay between KMC, leadership and organisational
culture (OC) can result in process innovation and how such a relationship can foster business
performance in a crisis. This paper is a pioneering study focusing on the relationship between leadership
effectiveness, OC, KMC and process innovation in Africa.

Keywords: Leadership, Knowledge management, Process innovation, SMEs, Africa

Paper type: Research paper