Leadership, knowledge management capability (KMC) and process innovation in African SMEs during and after the crisis

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.