Please use this identifier to cite or link to this item:
https://hdl.handle.net/10321/5350
Title: | Human resource management as a facilitator of a knowledge-driven organisational culture and structure for the reduction of tacit knowledge loss in South African state-owned enterprises | Authors: | Phaladi, Malefetjane | Keywords: | Knowledge management;Organisational culture;Organisational structure;Knowledge loss;Human resource management;State-owned enterprises;South Africa;0806 Information Systems;0807 Library and Information Studies;4609 Information systems;4610 Library and information studies | Issue Date: | 10-Oct-2022 | Publisher: | AOSIS | Source: | Phaladi, M. 2022. Human resource management as a facilitator of a knowledge-driven organisational culture and structure for the reduction of tacit knowledge loss in South African state-owned enterprises. South African Journal of Information Management, 24(1): pp. 1-10. doi:10.4102/sajim.v24i1.1547 | Journal: | South African Journal of Information Management; Vol. 24, Issue 1 | Abstract: | Background: Many state-owned enterprises (SOEs) in South Africa face the serious problem of knowledge-unfriendly organisational cultures, structures and human resource management (HRM) practices that hinder the reduction of the risks associated with tacit knowledge loss. Objective: The article examines the role of HRM in facilitating knowledge-driven organisational cultures and structures for the reduction of tacit knowledge loss in South African SOEs. Methods: The study deployed an exploratory sequential mixed methods research design to examine the role of HRM in facilitating organisational cultures and structures that are supportive of knowledge management (KM). In the qualitative phase, data were collected through interviews with 20 purposively selected HR managers in nine SOEs. In the quantitative phase, a questionnaire was distributed to 585 randomly selected employees in three state owned companies. The instrument was considered reliable with a Cronbach’s alpha of 0.94 and a response rate of 25%. Results: The research findings revealed that a majority of organisational cultures and structures in SOEs did not facilitate or assist to propel and support KM activities, behaviours and practices. On a positive note, human resource managers acknowledge that they have a crucial role to play in influencing culture management and structural designs in their companies to boost KM activities, behaviours and cultures. Conclusion: Numerous SOEs did not exhibit certain knowledge-driven behaviours and cultures because of a lack of structures to drive KM. Human resource managers did not exert their role in driving and influencing such knowledge-based behaviours, cultures and structures to lessen potential tacit knowledge loss. |
URI: | https://hdl.handle.net/10321/5350 | ISSN: | 2078-1865 1560-683X (Online) |
DOI: | 10.4102/sajim.v24i1.1547 |
Appears in Collections: | Research Publications (Academic Support) |
Files in This Item:
File | Description | Size | Format | |
---|---|---|---|---|
Phaladi_MP_2022.pdf | 565.65 kB | Adobe PDF | View/Open | |
SAJIM Copyright clearance.docx | 149.33 kB | Microsoft Word XML | View/Open |
Page view(s)
20
checked on Aug 14, 2024
Download(s)
6
checked on Aug 14, 2024
Google ScholarTM
Check
Altmetric
Altmetric
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.