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The success of Sub-Saharan South Africa's public sector could be deemed dependent on context-relevant knowledge sharing and transfer (KST) frameworks to facilitate knowledge exchange. Knowledge sharing and transfer frameworks which facilitate knowledge management (KM) are still largely influenced by Western research studies, these contributions dominate the field. The extant knowledge sharing and transfer public management frameworks increasingly reflect a predominantly western oriented bias towards objectivist perspectives on knowledge, the alternate practice-based knowledge sharing and transfer frameworks, considered responsive to Sub-Saharan African knowledge exchange problems are under-investigated. This paper thus aims to understand 'what KST framework factors enhance public management in Sub-Saharan South Africa'. The research was designed as a qualitative study underpinned by interpretivist philosophy. Qualitative data were collected from 15 public sector practitioners, using the semi-structured interview technique. Thematic Analysis and Trans Positional Cognition Approach was used to analyse the data collected. The findings from this study yielded four themes namely, Unique antecedent performance factors; Human performance factors; Organisational performance factors and Continuous learning performance strategies. Rahman's knowledge sharing and transfer conceptual model was adopted as a theoretical framework and used to better understand the findings of this work. Applying the theoretical framework, we note elements within Rahman's model could be deemed more applicable in a Western context as it only confirmed two of the study's four findings. We therefore propose the output of this study as new knowledge within the Knowledge sharing and transfer frameworks' domain. Our contribution is compatible with the Sub-Saharan South African organisational context. The implication of this within context is that KST implementation in sub-Saharan South Africa could deemed bottom up oriented as against the western approach which is top-down. This study thus contributes to a better understanding of KST Framework implementation in Sub Saharan South Africa and provides opportunity for future research work in this field. [ABSTRACT FROM AUTHOR]

The success of a modern public sector depends on knowledge sharing and transfer (KST). This study was motivated by the lack of qualitative studies in the public sector to gain in-depth knowledge of the factors which facilitate KST. While KST is acknowledged to be a critical success factor (CSF) for organisational survival, these factors are under-explored in South Africa (SA). This paper reports on an exploratory study undertaken in the SA public sector to identify the formal and informal practice-based factors which facilitate effective KST. The aim of the study is to investigate two research questions, identify antecedent KST factors in the SA and to investigate the enabling factors which facilitate effective KST amongst employees in the public sector. Qualitative data was collected by semi-structured interviews, guided by the antecedent and enabling research objectives. Data was collected from a purposeful sample of managers in the transport sector. The qualitative interviews were analysed by means of thematic analysis, to interpret the data to identify the CSF which facilitate effective KST in the South African public sector. The study identified two categories of CSF, essential antecedent and complementary enabling practices which combine to facilitate effective KST. Knowledge governance factors, knowledge strategy and change management factors were classified as essential antecedent practices. KST motivation factors and KST enablers, trust, culture, rewards, social networks, and adult learning methods were identified and classified as complementary practices. To solve KST problems, the study elaborates on past research and the blend of complementary and essential practices to facilitate KST in the public sector. The study modifies the literature on KST drivers suggesting how essential and complementary enabling factors facilitates KST. [ABSTRACT FROM AUTHOR]