Knowledge Management infrastructure and knowledge sharing: The case of a large Fast Moving Consumer Goods Distribution Centre in the Western Cape

Abstract

Knowledge is seen as the most important strategic resource in organisations, and the management of this knowledge is considered critical to organisational success. The sharing of this knowledge will assist organisations to create, organise, distribute and transfer important knowledge between employees within and across organisations. This suggests that proper knowledge sharing (KS) can lead to efficiency and effectiveness, which can insure greater performance in an organisation. The aim of this study is to understand how knowledge is created, shared and used within the Fast Moving Consumer Goods (FMCG) Distribution Centre (DC) in the Western Cape (WC). It also aims to understand knowledge sharing between individuals in the organisation. A literature review was conducted, in order to answer the research questions- this covered the background of Knowledge Management (KM) and KS and its current status with particular reference to SA’s private sector. The study found that Technological KM infrastructure, Cultural KM infrastructure and Organisational KM infrastructure are important enablers of KS. A conceptual model was developed around these concepts. In order to answer the research questions, the study identified a FMCG DC in the WC, where KS is practiced. The methodology used was mainly qualitative research. Part of the data was collected through a 5 points Likert scale , which ranged from strongly disagree to strongly agree, and structured face to face interviews that culminated into a case study. The survey and interview questions were sourced from the literature, and the grammar was slightly changed to make sense in the context of the DC being studied. The population consisted of 26 people, all of whom have been surveyed. 24 of the 26 people were interviewed; all of the survey/interview respondents were in managerial positions.