Knowledge management practices in a regional economic bloc secretariat: a case of Southern African development community
- Authors: Sikazwe, Dennis
- Date: 2019
- Subjects: Knowledge management
- Language: English
- Type: Thesis , Doctoral , PhD (Library and Information Science)
- Identifier: http://hdl.handle.net/10353/11451 , vital:39073
- Description: The effective application of appropriate Knowledge Management Practices (KMPs) is one of the innovative and creative ways for improving organisational work processes. Having been undertaken in a Regional Economic Bloc (REB) at the SADC Secretariat in Gaborone, Botswana, and at the SPGRC in Lusaka, Zambia, the study assesses KMPs among employees in these worksites. However, not all KMPs adopted can be appropriate. For example, studies show that the western epistemological perspective of knowledge that gives preference to leveraging explicit knowledge at the expense of tacit knowledge seems to be dominant in most organisations, just as evidenced in this study. This study was aimed at achieving to a limited extent exploratory and descriptive goal. The study was solidly grounded on the practice-based approach of knowing and learning in organisations, the OKC-SECI, and the dialogic Communication theories. It was aimed at assessing what, how and to what extent have KMPs utilized among REBs in the course of their day to day operations (SADC secretariat in particular). Using these theories, the study clearly shows how appropriate KMPs help improve secretariat’ work processes in any given REB secretariat’ everchanging work environment, and how it’s tested knowledge is stored, shared and applied as best practices. The study further assessed the conduciveness of the secretariat’s workplace environment in which such practices are carried out, and how appropriate the KM related ICTs available in that environment were. The theoretical underpinnings of the study were used to inform the selection of variables for the study. The approach of the study was firstly to understand what and how knowledge (both explicit and tacit) is generated, stored, shared and applied among the secretariat employees, and the focus was on the above theories. The study made use of the triangulated research approach to adequately capture and analyse both qualitative and quantitative data. By so doing, reliability and validity were enhanced. The copies of the questionnaire were administered to 138 employees of the catchment areas, and only 117 copies of the questionnaire were completed and returned for processing. From the returned copies of the questionnaire, 15 respondents whose responses vi appeared to have addressed the research questions were followed up for in-depth interviews. For qualitative data, the in-depth interviews were used together with the observation of the respondents’ behaviour, workplace environment and the appropriateness of the KM related ICTs available. Data obtained from the study were processed and analysed using SPSS for the quantitative data, while responses from the interviews and observations were sorted and coded. The process of comparing the processed quantitative and qualitative data resulted in the drawing of inferences that resolve the research problem. The study findings clearly show that the SADC secretariat was relatively good in the utilisation of appropriate KLPs; however, this was on average at a very low rate (32, 27.44%; Good), and mostly limited to the management of Information Resource Centres (47, 40.47%; Fair). This was followed by Explicit Knowledge Leveraging Practices (KLPs) (36, 30.75%; Good), while Tacit KLPs were rated the least with a (29, 25.20%; Bad) rating. The study findings further indicated that the conduciveness of the SADC secretariat workplace environment was on average fairly rated (61, 52.55%; Fair), with minimal opportunities for socialisation and collaborative work. The appropriateness of KM-related ICTs available at the secretariat was on average rated moderately at (41, 35.00%) Very good, though they were described as blind to the human, social and cultural aspects of KMPs. Finally, the study findings also revealed that the SADC secretariat was particularly rated bad (54, 45.87%) in finding possible KMP solutions, and was rated very good (51, 43.60%) in identifying the actual major challenges for managing KMPs. The use of a practice-based approach, OKC-SECI and Dialogic Communication theories to underpin the study were found suitable for investigating KMPs from a REB secretariat’s work processes context. The practice-based approach and the Dialogic Communication theory were particularly useful in addressing the issue of interaction, dialogue and sense-making in the workplace while the OKC-SECI theory helped understand knowledge conversion processes at the SADC secretariat. The findings of this study seem to propose that KMPs and KM, in general, can best be studied using a combination of methodologies because of the multi-disciplinary nature of the subject. The study, thus, proposes the “practice – theory – practice “knowledge creation and sharing workplace framework.
- Full Text:
- Authors: Sikazwe, Dennis
- Date: 2019
- Subjects: Knowledge management
- Language: English
- Type: Thesis , Doctoral , PhD (Library and Information Science)
- Identifier: http://hdl.handle.net/10353/11451 , vital:39073
- Description: The effective application of appropriate Knowledge Management Practices (KMPs) is one of the innovative and creative ways for improving organisational work processes. Having been undertaken in a Regional Economic Bloc (REB) at the SADC Secretariat in Gaborone, Botswana, and at the SPGRC in Lusaka, Zambia, the study assesses KMPs among employees in these worksites. However, not all KMPs adopted can be appropriate. For example, studies show that the western epistemological perspective of knowledge that gives preference to leveraging explicit knowledge at the expense of tacit knowledge seems to be dominant in most organisations, just as evidenced in this study. This study was aimed at achieving to a limited extent exploratory and descriptive goal. The study was solidly grounded on the practice-based approach of knowing and learning in organisations, the OKC-SECI, and the dialogic Communication theories. It was aimed at assessing what, how and to what extent have KMPs utilized among REBs in the course of their day to day operations (SADC secretariat in particular). Using these theories, the study clearly shows how appropriate KMPs help improve secretariat’ work processes in any given REB secretariat’ everchanging work environment, and how it’s tested knowledge is stored, shared and applied as best practices. The study further assessed the conduciveness of the secretariat’s workplace environment in which such practices are carried out, and how appropriate the KM related ICTs available in that environment were. The theoretical underpinnings of the study were used to inform the selection of variables for the study. The approach of the study was firstly to understand what and how knowledge (both explicit and tacit) is generated, stored, shared and applied among the secretariat employees, and the focus was on the above theories. The study made use of the triangulated research approach to adequately capture and analyse both qualitative and quantitative data. By so doing, reliability and validity were enhanced. The copies of the questionnaire were administered to 138 employees of the catchment areas, and only 117 copies of the questionnaire were completed and returned for processing. From the returned copies of the questionnaire, 15 respondents whose responses vi appeared to have addressed the research questions were followed up for in-depth interviews. For qualitative data, the in-depth interviews were used together with the observation of the respondents’ behaviour, workplace environment and the appropriateness of the KM related ICTs available. Data obtained from the study were processed and analysed using SPSS for the quantitative data, while responses from the interviews and observations were sorted and coded. The process of comparing the processed quantitative and qualitative data resulted in the drawing of inferences that resolve the research problem. The study findings clearly show that the SADC secretariat was relatively good in the utilisation of appropriate KLPs; however, this was on average at a very low rate (32, 27.44%; Good), and mostly limited to the management of Information Resource Centres (47, 40.47%; Fair). This was followed by Explicit Knowledge Leveraging Practices (KLPs) (36, 30.75%; Good), while Tacit KLPs were rated the least with a (29, 25.20%; Bad) rating. The study findings further indicated that the conduciveness of the SADC secretariat workplace environment was on average fairly rated (61, 52.55%; Fair), with minimal opportunities for socialisation and collaborative work. The appropriateness of KM-related ICTs available at the secretariat was on average rated moderately at (41, 35.00%) Very good, though they were described as blind to the human, social and cultural aspects of KMPs. Finally, the study findings also revealed that the SADC secretariat was particularly rated bad (54, 45.87%) in finding possible KMP solutions, and was rated very good (51, 43.60%) in identifying the actual major challenges for managing KMPs. The use of a practice-based approach, OKC-SECI and Dialogic Communication theories to underpin the study were found suitable for investigating KMPs from a REB secretariat’s work processes context. The practice-based approach and the Dialogic Communication theory were particularly useful in addressing the issue of interaction, dialogue and sense-making in the workplace while the OKC-SECI theory helped understand knowledge conversion processes at the SADC secretariat. The findings of this study seem to propose that KMPs and KM, in general, can best be studied using a combination of methodologies because of the multi-disciplinary nature of the subject. The study, thus, proposes the “practice – theory – practice “knowledge creation and sharing workplace framework.
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Knowledge retention strategies in selected Southern Africa public broadcasting corporations
- Authors: Dewah, Peterson
- Date: 2012
- Subjects: Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:11572 , http://hdl.handle.net/10353/438 , Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Description: Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the Department of Broadcasting Services (DBS) in Botswana and the Zimbabwe Broadcasting Corporation (ZBC) in Zimbabwe. The aim of this study was to establish how knowledge is captured and retained at such organizations. The objectives of the study were; to find out the types of strategies the three broadcasting organizations employ to capture and retain knowledge; establish how the three broadcasting organizational cultures enable knowledge acquisition, transfer, sharing and retention; establish the role of ICTs as tools and enablers of knowledge retention, creation, transfer and sharing in the three broadcasting organizations; and to propose recommendations on the best strategies for retention of knowledge in the three public broadcasting organizations as well as suggest areas for further and future research. v The study used the survey method and employed the triangulation design for data gathering. Data were collected from three SADC public broadcasting organizations. The population sample comprised 240 professional staff including 38 managers from different sections of the broadcasting organizations. The researcher collected data by administering a questionnaire to staff, interviews with managers and observations. Documentary analysis was also conducted in order to supplement data and fill in gaps. The researcher was mainly interested in gathering data that would give a comprehensive picture about knowledge retention methods in broadcasting organizations. There were four main findings. First, knowledge management as a relatively new concept and practice has not yet been properly embraced in the public broadcasting organization system in order to capture and retain knowledge that is acquired and generated in the organizations. There are no measures put in place in the organizations to retain the knowledge to ensure that once those who hold vital tacit knowledge are gone, the knowledge may still be available and accessible. Second, the study established that the respective organizational cultures impede on organizational knowledge retention. The study established that there was no culture of knowledge sharing. It also emerged that employees were not free to share their knowledge because of government regulations, prevailing political contexts, mistrust and general lack of incentive to share knowledge. Third, the study established that the organizations have no strategies or systems in place to capture the experts‟ knowledge or the knowledge of experienced staff and vi those approaching retiring age. The Human Resources Departments hold exit interviews that cover issues purely to do with why the person is leaving the organization instead of recording the work experiences and expertise of the departing employees. Fourth, the study revealed that the public broadcasting organizations still lag behind in collaborative and communicative technologies that facilitate knowledge transfer and sharing of tacit knowledge but retention of knowledge generally. The study also found that, some of the organizations studied did not have internet connectivity and websites were not yet functional, which hampered acquisition and sharing of knowledge for retention purposes. The importance of this study is that it has made a contribution and provided literature on knowledge retention strategies for public broadcasting corporations as part of knowledge management practice. On the basis of these findings the study recommended the following: appointment of knowledge management officers, establishment of Communities of Practice, encouraging knowledge sharing between employees, introduction of joint programmes with other broadcasting organizations by managers and their supervision of mentoring programmes; organizations to facilitate acquisition of information and communication technologies that enable knowledge management
- Full Text:
- Authors: Dewah, Peterson
- Date: 2012
- Subjects: Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:11572 , http://hdl.handle.net/10353/438 , Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Description: Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the Department of Broadcasting Services (DBS) in Botswana and the Zimbabwe Broadcasting Corporation (ZBC) in Zimbabwe. The aim of this study was to establish how knowledge is captured and retained at such organizations. The objectives of the study were; to find out the types of strategies the three broadcasting organizations employ to capture and retain knowledge; establish how the three broadcasting organizational cultures enable knowledge acquisition, transfer, sharing and retention; establish the role of ICTs as tools and enablers of knowledge retention, creation, transfer and sharing in the three broadcasting organizations; and to propose recommendations on the best strategies for retention of knowledge in the three public broadcasting organizations as well as suggest areas for further and future research. v The study used the survey method and employed the triangulation design for data gathering. Data were collected from three SADC public broadcasting organizations. The population sample comprised 240 professional staff including 38 managers from different sections of the broadcasting organizations. The researcher collected data by administering a questionnaire to staff, interviews with managers and observations. Documentary analysis was also conducted in order to supplement data and fill in gaps. The researcher was mainly interested in gathering data that would give a comprehensive picture about knowledge retention methods in broadcasting organizations. There were four main findings. First, knowledge management as a relatively new concept and practice has not yet been properly embraced in the public broadcasting organization system in order to capture and retain knowledge that is acquired and generated in the organizations. There are no measures put in place in the organizations to retain the knowledge to ensure that once those who hold vital tacit knowledge are gone, the knowledge may still be available and accessible. Second, the study established that the respective organizational cultures impede on organizational knowledge retention. The study established that there was no culture of knowledge sharing. It also emerged that employees were not free to share their knowledge because of government regulations, prevailing political contexts, mistrust and general lack of incentive to share knowledge. Third, the study established that the organizations have no strategies or systems in place to capture the experts‟ knowledge or the knowledge of experienced staff and vi those approaching retiring age. The Human Resources Departments hold exit interviews that cover issues purely to do with why the person is leaving the organization instead of recording the work experiences and expertise of the departing employees. Fourth, the study revealed that the public broadcasting organizations still lag behind in collaborative and communicative technologies that facilitate knowledge transfer and sharing of tacit knowledge but retention of knowledge generally. The study also found that, some of the organizations studied did not have internet connectivity and websites were not yet functional, which hampered acquisition and sharing of knowledge for retention purposes. The importance of this study is that it has made a contribution and provided literature on knowledge retention strategies for public broadcasting corporations as part of knowledge management practice. On the basis of these findings the study recommended the following: appointment of knowledge management officers, establishment of Communities of Practice, encouraging knowledge sharing between employees, introduction of joint programmes with other broadcasting organizations by managers and their supervision of mentoring programmes; organizations to facilitate acquisition of information and communication technologies that enable knowledge management
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