A MODEL FOR KNOWLEDGE MANAGEMENT PRACTICES IN A PRIVATE HIGHER EDUCATION SETTING

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A MODEL FOR KNOWLEDGE MANAGEMENT PRACTICES IN A PRIVATE HIGHER EDUCATION SETTING

Journal Title: European Journal of Business and Social Sciences - Year 2015, Vol 3, Issue 11

Abstract

This paper was intended to identify gaps in the Knowledge Management (KM) practices of selected private higher education institutions (PHE) in Botswana by determining the existence, or absence, of KM enablers and come up with a KM model for adoption by these and similar institutions, particularly those operating in a highly regulated environment, in order to enhance KM and business performance. Hundreds of literary sources were consulted in which the theoretical underpinnings of the study were firmly grounded. This study adopted the mixed methods approach and the triangulation research design bringing together different, but complimentary, data forms thus enabling the augmentation of quantitative and qualitative data to ensure reliability of research findings. The equivalent status/simultaneous designs (QUAN + QUAL) were adopted for this study through a questionnaire and in-depth interviews. Results of the study revealed the absence of KM enablers that promote KM practices in PHE institutions operating in a highly regulated environment. For example, employees are poorly remunerated, and do not hold requisite academic qualifications for the job they are doing. Family ownership and management of these institutions were found to be critical in inhibiting KM practices. Organisational leadership was found to be paralysing KM practices. The culture of these institutions was found to be negatively impacting on KM practices by, for example, not recognising and rewarding employee effort in promoting KM behaviour, not involving employees in decision-making, and failing to cultivate trust among employees and between employees and management. The results also showed that the organisational structures of these institutions such as hierarchical structure, lack of infrastructure (internet, physical buildings, computers, social networks, and so on) do not promote KM practice. The results revealed little positive engagement of internal and external stakeholders to exchange information, knowledge and ideas and that little or no research activity is going on to generate and share new knowledge.

Authors and Affiliations

Ushe Makambe| Department of Business Management, Botho University, P.O. Box 501564, Gaborone, Botswana. Email address: Makambe2006@gmail.com, Rene Pellissier| UNISA School of Business Leadership, P.O Box 392, Pretoria, South Africa Email address: rpellissier@gmail.com

Keywords

Knowledge management strategic leadership knowledge environment family management organisational structure organisational culture

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EP ID EP10542
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