Knowledge transfer and retention : the case of a public water utility in South Africa

Abstract

ENGLISH ABSTRACT: This thesis focuses on the problem of knowledge retention and transfer in the face of the imminent retirement of experts, who are hard to replace for demographic or skill shortage reasons. Distinctions between technical, social and structural knowledge are made, and the theory on what makes knowledge “sticky” for transfer between generations of workers is reviewed. Thereafter, a case study of the knowledge retention situation at a public water utility is presented. In this regard, a large number of technical experts are due to retire within the next five years. Knowledge audit interviews were conducted with fifteen experts that have been with the organisation for most of their career and are due to retire soon. They were asked about what they considered to be their ‘hard to replace’ knowledge and professional networks, to what extent this could be captured or transferred, and what they considered to be the difficulties in terms of retaining this knowledge and these networks after their retirement. It was found that the motivation of experts to contribute to knowledge transfer and retention was low. This had to do with the perception that more junior members of the organisation are in any case likely to leave and with an organisational culture that was not supportive of knowledge transfer and retention activities. Moreover, a lack of knowledge leadership and formal knowledge management systems hindered knowledge transfer and retention practices. This study concludes that as far as the case in question is concerned, there is a need for a formal knowledge management system and strategy, and that top management commitment is critical for the success of knowledge transfer and retention. With regard to the theory of the stickiness of knowledge, the case study highlighted the importance of organisational culture and trust when it comes to the motivation of retiring experts to transfer their knowledge. It also emphasised that a silo-type organisational structure limits absorptive capacity, and that the social knowledge of professional networks, rather than technical knowledge, are the most difficult to retain.

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