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1. Mitigating Tacit Knowledge Loss in South African State-Owned Companies: HRM Approach.

Author

Phaladi, Malefetjane Phineas

Subjects
*TACIT knowledge, *GOVERNMENT business enterprises, *EXPLORATORY factor analysis, *PERSONNEL management, *PRAXIS (Process), *INFORMATION economy
Abstract

This study is an interdisciplinary research that sought to explore knowledge loss risks interdependently in relation to the knowledge management (KM) and human resource management (HRM) disciplines in South African state-owned companies (SOCs). This study highlighted the significant role of knowledge-based HRM systems, which will naturally enhance the management capacity of tacit knowledge to mitigate risks and assist SOCs to deliver on a developmental mandate, as well as ensure their survival and the economic growth of developing nations. The paper aims to explore the connection between KM and HRM practices for the effective management of enterprise tacit knowledge loss risks using the SOCs of South Africa as a case. This study is a mixed methods research project, using the exploratory sequential design as a research strategy. Data were collected qualitatively through interviews with 20 purposively nominated human resource managers, and survey data was collected randomly from 25% (145 of the 585 responses) of the workers employed in SOCs. Qualitative data were analysed thematically using Atlas.ti and Statistical data were analysed using SAS and exploratory factor analysis. The relationship between HRM and KM practices in lessening the risks inherent in tacit knowledge loss, mainly from voluntary turnover, is underdeveloped in many South African SOCs. The study established that the role of HRM in supporting KM is limited and underdeveloped in many SOCs, largely because they are lagging in key structures and knowledge-centric cultures, behaviours and HRM practices to drive the effective management of company knowledge. This study assists HRM executives and KM practitioners to develop knowledge-driven HRM practices in order to mitigate risks from the loss of tacit knowledge, whilst ensuring sustained performance in public enterprises. The study and proposed strategies seek to influence the discourse, policies, practices and theories on KM and HRM praxis in companies to mitigate the risks associated with the loss of tacit knowledge. [ABSTRACT FROM AUTHOR]

Published
2023
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2. Knowledge Sharing and Transfer Frameworks: Lessons From Sub-Saharan South Africa.

Author

Nadison, Donovan, Olekanma, Obafemi, and Mgedezi, Viwe

Subjects
*INFORMATION sharing, *KNOWLEDGE transfer, *PUBLIC sector, *ORGANIZATIONAL performance, *KNOWLEDGE management
Abstract

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]

Published
2023
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