Indigenous Knowledge Systems (IKS) in Ghana are deeply rooted in traditional practices such as oral traditions and rituals, which often inform decision-making processes within enterprises. A mixed-methods approach was employed, incorporating semi-structured interviews with 50 managers from various sectors and case studies of three enterprises. Quantitative data were collected through surveys targeting 300 employees to gauge the acceptance of IKS in their daily operations. Semi-structured interviews revealed that while a significant proportion (72%) of respondents believed IKS positively influenced decision-making, there was variability across sectors regarding specific themes such as risk management and innovation. Case studies illustrated successful integration where leadership supported cultural practices and provided resources for knowledge transfer. The findings suggest that effective integration requires alignment between traditional values and modern business goals, necessitating a tailored approach in each enterprise context. Organizations should prioritise cultural sensitivity training for managers, facilitate cross-cultural dialogue to address potential resistance, and establish clear pathways for knowledge sharing to leverage IKS effectively. Leadership support is crucial for overcoming institutional barriers.
Ababu et al. (Fri,) studied this question.
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