Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation
Background: Knowledge loss causes challenges for organisations that wish to remain competitive. These organisations must identify the risks that could lead to knowledge loss and become aware of issues that affect knowledge retention. Objectives: The objective of this research was to identify tacit...
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doaj-cf06fab0c85547efb7a51c0d0f7dcb852020-11-25T02:11:46ZengAOSISSouth African Journal of Information Management2078-18651560-683X2013-07-01152e1e8464Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisationJacky Bessick0Visvanathan Naicker1Information Systems Department, University of the Western CapeInformation Systems Department, University of the Western Cape; Graduate School of Business Leadership, University of South AfricaBackground: Knowledge loss causes challenges for organisations that wish to remain competitive. These organisations must identify the risks that could lead to knowledge loss and become aware of issues that affect knowledge retention. Objectives: The objective of this research was to identify tacit knowledge retention barriers that could cause knowledge loss in an organisation. The paper presents a framework for the assessment of the impact of these barriers and discusses the research findings in order to critique that framework. Method: A quantitative strategy was used to interpret the findings. The target population is information technology (IT) professionals in a government organisation. Interviews were conducted in order to produce a more context-sensitive interpretation of the findings. A quantitative research approach was used to ensure the findings would precisely reflect the target population. Results: The majority of respondents confirmed that career development requires professional development, training prospects and improves the employability of employees. The agreed result was that respondents seek autonomy, that is, the ability to make decisions. Job stress and burnout are experienced because of problems with in filling posts, and the competition between the private and public sectors for experienced IT employees. Conclusion: Certain determinants were found that affect barriers in knowledge management: organisational commitment, job satisfaction, job characteristics and talent management. These need to be measured to prevent barriers from occurring. Implications are drawn from the study; these provide a focus for further research to bridge some gaps in information technology that currently limit the widespread use of knowledge management.https://sajim.co.za/index.php/sajim/article/view/556Knowledge managementTacit knowledgeExplicit knowledgeOrganisational learningKnowledge retentionKnowledge transfer |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Jacky Bessick Visvanathan Naicker |
spellingShingle |
Jacky Bessick Visvanathan Naicker Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation South African Journal of Information Management Knowledge management Tacit knowledge Explicit knowledge Organisational learning Knowledge retention Knowledge transfer |
author_facet |
Jacky Bessick Visvanathan Naicker |
author_sort |
Jacky Bessick |
title |
Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation |
title_short |
Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation |
title_full |
Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation |
title_fullStr |
Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation |
title_full_unstemmed |
Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation |
title_sort |
barriers to tacit knowledge retention: an understanding of the perceptions of the knowledge management of people inside and outside the organisation |
publisher |
AOSIS |
series |
South African Journal of Information Management |
issn |
2078-1865 1560-683X |
publishDate |
2013-07-01 |
description |
Background: Knowledge loss causes challenges for organisations that wish to remain competitive. These organisations must identify the risks that could lead to knowledge loss and become aware of issues that affect knowledge retention.
Objectives: The objective of this research was to identify tacit knowledge retention barriers that could cause knowledge loss in an organisation. The paper presents a framework for the assessment of the impact of these barriers and discusses the research findings in order to critique that framework.
Method: A quantitative strategy was used to interpret the findings. The target population is information technology (IT) professionals in a government organisation. Interviews were conducted in order to produce a more context-sensitive interpretation of the findings. A quantitative research approach was used to ensure the findings would precisely reflect the target population.
Results: The majority of respondents confirmed that career development requires professional development, training prospects and improves the employability of employees. The agreed result was that respondents seek autonomy, that is, the ability to make decisions. Job stress and burnout are experienced because of problems with in filling posts, and the competition between the private and public sectors for experienced IT employees.
Conclusion: Certain determinants were found that affect barriers in knowledge management: organisational commitment, job satisfaction, job characteristics and talent management. These need to be measured to prevent barriers from occurring. Implications are drawn from the study; these provide a focus for further research to bridge some gaps in information technology that currently limit the widespread use of knowledge management. |
topic |
Knowledge management Tacit knowledge Explicit knowledge Organisational learning Knowledge retention Knowledge transfer |
url |
https://sajim.co.za/index.php/sajim/article/view/556 |
work_keys_str_mv |
AT jackybessick barrierstotacitknowledgeretentionanunderstandingoftheperceptionsoftheknowledgemanagementofpeopleinsideandoutsidetheorganisation AT visvanathannaicker barrierstotacitknowledgeretentionanunderstandingoftheperceptionsoftheknowledgemanagementofpeopleinsideandoutsidetheorganisation |
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