Barriers to tacit knowledge retention: an understanding of the perceptions of the knowledge management of people inside and outside the organisation

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dc.contributor.authorBessick, Jacky
dc.contributor.authorNaicker, Visvanathan
dc.date.accessioned2015-03-02T10:39:46Z
dc.date.available2015-03-02T10:39:46Z
dc.date.issued2013
dc.description.abstractBACKGROUND: Knowledge loss causes challenges for organisations that wish to remain competitive. These organisations must identify the risks that could lead to knowledge loss and become aware of issues that affect knowledge retention. OBJECTIVES: The objective of this research was to identify tacit knowledge retention barriers that could cause knowledge loss in an organisation. The paper presents a framework for the assessment of the impact of these barriers and discusses the research findings in order to critique that framework. METHOD: A quantitative strategy was used to interpret the findings. The target population is information technology (IT) professionals in a government organisation. Interviews were conducted in order to produce a more context-sensitive interpretation of the findings. A quantitative research approach was used to ensure the findings would precisely reflect the target population. RESULTS: The majority of respondents confirmed that career development requires professional development, training prospects and improves the employability of employees. The agreed result was that respondents seek autonomy, that is, the ability to make decisions. Job stress and burnout are experienced because of problems with in filling posts, and the competition between the private and public sectors for experienced IT employees. CONCLUSION: Certain determinants were found that affect barriers in knowledge management: organisational commitment, job satisfaction, job characteristics and talent management. These need to be measured to prevent barriers from occurring. Implications are drawn from the study; these provide a focus for further research to bridge some gaps in information technology that currently limit the widespread use of knowledge management.en_US
dc.description.accreditationDepartment of HE and Training approved listen_US
dc.identifier.citationBessick, J. and Naicker, V. (2013). Barriers to tacit knowledge retention: an understanding of the perceptions of the knowledge management of people inside and outside the organisation. South African Journal of Information Management, 15(2)en_US
dc.identifier.issn1560-683x
dc.identifier.urihttp://hdl.handle.net/10566/1359
dc.language.isoenen_US
dc.privacy.showsubmitterfalse
dc.publisherAOSIS Open Journalsen_US
dc.rights© 2013. The Authors. Licensee: AOSIS OpenJournals. This work is licensed under the Creative Commons Attribution License.
dc.source.urihttp://dx.doi.org/10.4102/sajim.v15i2.556
dc.status.ispeerreviewedtrue
dc.subjectKnowledge managementen_US
dc.subjectKnowledge and skillsen_US
dc.subjectTacit knowledgeen_US
dc.titleBarriers to tacit knowledge retention: an understanding of the perceptions of the knowledge management of people inside and outside the organisationen_US
dc.typeArticleen_US

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