A Framework for Knowledge-Based Leadership for Improved Risk Management in State-Owned Enterprises in South Africa

Abstract

The purpose of this chapter is to investigate a framework for knowledge-based leadership for improved risk management in state-owned enterprises in South Africa. The study empirically explored the influence and role of knowledge-based leadership in driving knowledge management and human resource management practices for effective knowledge risk management. Exploratory sequential mixed methods research design was used as the overall strategy to guide data collection for the project. In the qualitative strand, data were gathered through interviews with 20 purposively nominated human resource managers. In the quantitative strand, 145 responses collected through survey instrument were used to test variables discovered in the first strand. A lack of knowledge-based leadership contributed to the absence of knowledge strategy and practices, knowledge-driven culture, structural configurations and roles, and ineffective tacit knowledge loss risks management. The chapter proposes a knowledge-based leadership framework to mitigate tacit knowledge risks in state-owned enterprises.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 7 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.