What question did this study set out to answer?

This investigation aims to explore how managers perceive and implement Indigenous Knowledge Systems in Uganda's business strategies.

March 12, 2026Open Access

Integrating Indigenous Knowledge Systems into Ugandan Business Strategy: A Survey of Managerial Perceptions and Practices (2020–2026)

Key Points

This investigation aims to explore how managers perceive and implement Indigenous Knowledge Systems in Uganda's business strategies.
Cross-sectional survey conducted with a stratified random sample of 450 managers from various sectors in Uganda.
Survey instrument included Likert-scale and open-ended questions to gather both quantitative and qualitative data.
Data analysis involved descriptive and inferential statistics for quantitative responses and thematic analysis for qualitative insights.
78% of managers recognized the potential of Indigenous Knowledge Systems to enhance decision-making and sustainability.
Only 34% reported having formal mechanisms for integrating Indigenous Knowledge Systems into business strategy.
Identified barriers included tension between modern business practices and traditional knowledge structures, highlighting a significant implementation gap.

Abstract

There is growing academic and policy interest in integrating Indigenous Knowledge Systems (IKS) into business practices to foster sustainable and contextually relevant strategies. However, a significant gap exists in understanding how business managers in Sub-Saharan Africa perceive and operationalise these systems within contemporary corporate frameworks. This study investigates managerial perceptions regarding the value and applicability of IKS in business strategy. It aims to document current practices, identify perceived barriers to integration, and assess the perceived impact of IKS on business performance and community relations. A cross-sectional survey was administered to a stratified random sample of 450 senior and middle managers from registered companies across multiple sectors. The survey instrument utilised Likert-scale and open-ended questions. Quantitative data were analysed using descriptive and inferential statistics, while thematic analysis was applied to qualitative responses. A strong majority (78%) of managers acknowledged the potential of IKS to enhance strategic decision-making, particularly in stakeholder management and sustainability. However, only 34% reported formal mechanisms for its inclusion in strategy formulation. A key thematic barrier was the perceived tension between 'modern' business protocols and traditional knowledge structures. While managerial attitudes towards IKS are broadly positive, a substantial implementation gap persists. This suggests that goodwill alone is insufficient for integration, requiring structured interventions to translate perception into practice. Business associations should develop integration frameworks and training programmes. Policymakers are urged to create incentives for IKS-inclusive corporate reporting. Further research should focus on developing hybrid strategy models that formally incorporate IKS principles. Indigenous Knowledge Systems, Business Strategy, Managerial Perceptions, Uganda, Cross-cultural Management, Sustainable Business This paper provides the first large-scale, multi-sector dataset quantifying the IKS integration gap between managerial perception and formal business practice in the region, offering a evidence-based foundation for curriculum and policy development.

Integrating Indigenous Knowledge Systems into Ugandan Business Strategy: A Survey of Managerial Perceptions and Practices (2020–2026)

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Abstract

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