Barriers to tacit knowledge retention: An understanding of the perceptions of the knowledge management of people inside and outside the organisation

Jacky Bessick · Visvanathan Naicker

38 citations0/0 files storedSouth African journal of information management

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Knowledge Management and Sharing Human Resource and Talent Management Information Architecture and Usability

Abstract

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.

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References

1998The Knowledge-Creating Company 2005Three‐dozen knowledge‐sharing barriers managers must consider 2001Managing organizational knowledge as a strategic asset 1997Knowledge management: Where did it come from and where will it go?2008Research Methods for Everyday Life: Blending Qualitative and Quantitative Approaches 2001Where did knowledge management come from?2007Turnover of Information Technology Professionals: A Narrative Review, Meta-Analytic Structural Equation Modeling, and Model Development1 2008The use of tacit knowledge within innovative companies: knowledge management in innovative enterprises

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2015Understanding knowledge leakage: a review of previous studies 2014Knowledge retention strategies in public sector organizations 2020Psychological contract, career concerns, and retention practices satisfaction of employees: Exploring interaction effects 2015Knowledge Management and Sharing in Local Government: A Social Identity Theory Perspective 2023Do you want to retain your relevant knowledge? The role of contextual factors in the banking sector

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