Open AccessPerceptions of knowledge management processes, strategies, implementation and impact: Biographical influences
Author(s) -
Bethuel Sibongiseni Ngcamu,
Sanjana Brijball Parumasur
Publication year - 2011
Publication title -
corporate ownership and control
Language(s) - English
Resource type - Journals
eISSN - 1810-0368
pISSN - 1727-9232
DOI - 10.22495/cocv8i3c4p6
Subject(s) - knowledge management , business , diversification (marketing strategy) , workforce , incentive , perception , competitive advantage , personal knowledge management , salient , knowledge economy , knowledge value chain , knowledge sharing , public relations , organizational learning , marketing , psychology , political science , computer science , neuroscience , economics , law , microeconomics
The study aims to provide recommendations with strategic direction and an improvement as far as knowledge management initiatives are concerned within the Skills Development and Management Services and Organizational Development Units so that they can drive knowledge management to be effective and efficient in its implementation whilst taking cognizance of the biographical correlates. This study seeks to address the bottlenecks as far as knowledge management is concerned by using biographical profiles with the view of promoting the creation and management of knowledge in the municipality concerned. The study reflects that the biographical profiles of employees (age, education, race, job level) influences their perceptions of the current knowledge management processes and strategies and their implementation and impact on effectiveness. The influence of age emphasizes that it is imperative to avoid the decay of employees’ knowledge stocks at the individual level by striving to make knowledge, skills and capabilities more valuable, unique and available. The influence of education reinforces the needs to improve the connectivity among all employees. The impact of race adds to the urgency to promote the diversification of the workforce in order to have access to different ideas and skills and, enables the organisation to enhance its competitive edge. The influence of job level demands that knowledge management activities should be cascaded down to the operational level. The combined effect of the biographical variables dictates that organisations need to foster a culture that supports knowledge sharing and must provide salient incentives to recognise and encourage such interactions.