Barriers of sharing tacit knowledge : A case of Gauteng agricultural SMMEs, South Africa
- Authors: Seseni, Lawrance , Mbohwa, Charles
- Date: 2016
- Subjects: Knowledge management , SMMEs , Tacit Knowledge
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/213219 , uj:21120 , Citation: Saseni, L & Mbohwa, C. 2016. Barriers of sharing tacit knowledge : A case of Gauteng agricultural SMMEs, South Africa.
- Description: Abstract: This study looks athe barriers that affect the sharing of tacit knowledge withing the organization. This study adopted a quantitative approach where 47 agricultural SMMEs were given questionnaire to fill out. This study discovered that organizations fail to share knowledge due to the lack of management involvement, greater distance. However, participants indicated that they understand that knowledge management is the responsibility of everyone in the organization. This study recommends that management must be highly involved in what employees are doing and give their subordinates sufficient time to share their know and receive it. A replication of this study in other sectors must be done.
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A framework for sharing tacit knowledge within SMMEs : a South African Study
- Authors: Seseni, Lawrance , Mbohwa, Charles
- Date: 2016
- Subjects: Knowledge management , SMMEs , Tacit knowledge
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/213980 , uj:21221 , Seseni, L & Mbohwa, C. 2016. A framework for sharing tacit knowledge within SMMEs : a South African Study.
- Description: Abstract: This study aims to develop a framework for effectively sharing knowledge within SMMEs that are situated in Johannesburg, South Africa. This is a qualitative approach. It was discussed that tacit knowledge is an intangible resource and intellectual capital that is not easily transferred to other people because some employees of the employees are not eager to share their knowledge. This can be as desire of having an upper hand over their colleagues. However, this paper discovered that in order for effective knowledge sharing to take place there must be a culture of sharing within the organization, those who are sharing and receiving knowledge must be given sufficient time so that sharing may be effective, management must support their subordinates by means of giving them the resources that they may need, there must be effective teamwork, employees must be committed and motivated, effective communication and the must be trust between the employees themselves and employees and their employers. Further research should be done on the correlations between the framework’s independent variable and the dependent variables of sharing knowledge within SMMEs.
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