A Framework for enhancing organisational performance through knowledge sharing

• Main Author: Mashilo, Magdeline Mmapula
• Other Authors: Iyamu, Tiko
• Format: Others
• Language: en
• Published: 2010
• Subjects: Knowledge Management; Employees > Training of > Education (Higher) > South Africa.; Employees > Coaching of > Education (Higher) > South Africa.
• Online Access: http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1000146

Thesis (MTech. Degree. Knowledge management ) === Organisational performance is a manifestation of knowledge sharing, which has an effect on the overall competitiveness of an organisation. Knowledge shapes individual actions and behaviours, which sometimes conflict with the norms, structures and systems of the organisation. A knowledge gap was identified amongst employees at higher institutions of learning in South Africa. It enables some employees to perform their jobs more effectively than others. Knowledgeable employees are expected to share their knowledge with others to increase productivity and efficiency within their environment. Unfortunately, this is not always the case. Generally, employees may behave differently within an organisation due to their diverse background or according to their skills and stock of knowledge. Two case studies were conducted to investigate the impact of knowledge sharing on organisational performance. Factors affecting knowledge sharing were identified from the findings of both case studies. A framework was developed to encourage the flow of knowledge sharing that will enhance overall performance in organisations, particularly at higher institutions of learning. Contingency theory was employed in the analysis of the data.