Technology-Enhanced Knowledge Management Framework for Retaining Research Knowledge among University Academics
Keywords:
Knowledge management, emerging technology, talent retention and research outputs
Abstract
Given the challenge of retaining the research knowledge of an aging, experienced professoriate at South African Universities of Technology, institutions with a nascent tradition of scholarly research, this paper explores the feasibility of a technology-enhanced knowledge management framework for generating, sharing and retaining tacit research knowledge to leverage research outputs at the Central University of Technology (CUT), Free State, South Africa. Since digital trails of established-novice researcher interactions are left behind whenever they interact in online platforms, an examination of such interactions can provide insights into the sharing and transferring of tacit research knowledge from senior researchers to novices. This theoretical study draws on Nonaka and Takeuchi’s Theory of Organisational Knowledge Creation, an emerging technology platform, SharePoint, mainstream literature and the authors’ reflective experiences to develop a technology-enhanced knowledge management model. The paper argues that tacit knowledge can be assimilated from a comprehensive examination of the knowledge production interactions between senior academics and novices enabled by low threshold technology and collaborative sharing of content. This study’s insights are relevant to Higher Educational Institutions (HEIs) struggling to create a sustainable culture of scholarly research and grow a new generation of competent researchers amid the attrition of senior academics and the prevalence of systemic blockages in knowledge transfer processes.
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References
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Liebowitz, J. (2011). Knowledge retention: What practitioners need to know. Available at http://www.kmworld.com/Articles/Editorial/Feature/Knowledge-retention-What-practitioners-need-to-know-73363.aspx [Accessed July 8, 2016].
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Martins, E. C. &Meyer, H. W. (2012). Organizational and behavioural factors that influence knowledge retention. Journal of Knowledge Management, 16, 77–96.
Mbeo, M. & Rambe, P. (2016). Assessing the feasibility of a knowledge management model for research knowledge retention at a university of technology. In: A. Strasheim, A. Nel and E. Koekemoer (Eds.). Proceedings of the 28th Annual Conference of the Southern African Institute of Management Scientists (pp. 606-616). 4 – 7 September 2016, University of Pretoria
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Mohayidin, M. G., Azirawani, N., Kamaruddin, M. N. & Margono, M. I. (2007). The Application of Knowledge Management in Enhancing the Performance of Malaysian Universities. The Electronic Journal of Knowledge Management, 5(3), 301-312.
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comprehensive test. International Business Review, 3(4), 337-351.
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Nonaka, I. & Toyama, R. (2007). Why do firms differ? The theory of the knowledge-creating firm. In Knowledge creation and management 13–31. Edited by K. Ichijo, I. Nonaka (Eds.), Oxford University Press, New York.
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Pande, V. P., Yavatmal, B., Shelodkar, R. S. & Khobragade, S. P. (2013). Emerging Technologies in Knowledge Management. Available at http://www.asmgroup.edu.in/incon/Incon-%202013-Journal/GENERAL%20MANA-GEMNT/ INCON13-GEN-026.pdf[Accessed July 26, 2016].
Phaladi, M. P. (2011). Knowledge transfer and retention: the case of a public water utility in South Africa. Master’s Thesis. University of Stellenbosch, Cape Town.
Price, M. (2016). Staff transformation at UCT. University of Cape Town News. Available at http://www.uct.ac.za/dailynews/?id=8752 [Accessed July 19, 2016].
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Published
2017-03-12
How to Cite
Rambe, P., & Mbeo, M. A. (2017). Technology-Enhanced Knowledge Management Framework for Retaining Research Knowledge among University Academics. Journal of Economics and Behavioral Studies, 9(1(J), 189-206. https://doi.org/10.22610/jebs.v9i1(J).1572
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Section
Research Paper
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