Background: Knowledge management aims to improve organisational performance and it marks the beginning of organisational transformation. Most knowledge-intensive organisations engage and practise knowledge management without a full understanding of its benefits. A knowledge-intensive organisation is an organisation whose services and operations are heavily reliant on professional knowledge. The study, therefore, provides a solid understanding of knowledge management benefits, processes, infrastructure and barriers in knowledge-intensive organisations.Objectives: To understand knowledge management, its benefits, processes, infrastructure and barriers in knowledge-intensive organisations. The research objectives extend our understanding of knowledge management in organisations, identify and describe knowledge management benefits. Identification of the most important knowledge management process and associated infrastructure are among other objectives.Method: A survey was used to solve the problem. A structured questionnaire was used to collect quantitative data from 112 participants from knowledge-intensive firms in Namibia. The quantitative data were analysed using Microsoft Excel 2013 spreadsheet package.Results: The study has revealed that the prime benefit of knowledge management in knowledge-intensive organisations is to allow improved knowledge flow, thereby enhancing the capability of the organisation to manage change with more than 50% representation of the participants. In addition to that, the study also found that knowledge sharing is the most important knowledge management process, among other processes such as knowledge creation, knowledge capture and knowledge reuse. All the participants (100%) concurred that a flat organisational structure supports knowledge sharing. The research findings have further discovered that the biggest barrier to effective knowledge management is the lack of budget to support knowledge management efforts. This was represented by 67.9% of the participants. Lack of executive support and lack of time were also among the great barriers with 57.1% and 52.7%, respectively.Conclusion: Knowledge management allows improved knowledge flow in knowledge-intensive organisations. We can, therefore, conclude that the participants believed that knowledge sharing is more important than creation, capturing, transferring and reuse. It is, therefore, important to underscore that knowledge sharing should be taken as a priority if organisations are to remain competitive. Research results have also revealed that a flat organisational structure is the best for knowledge sharing. For improved organisational performance, knowledge management barriers must be removed with the assistance of management.

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Knowledge is the driving force of a knowledge economy. Therefore, the way knowledge is shared and created and the way these actions are managed could lead to either a competitive advantage for an organisation or it could lead to its demise. Managing especially academics' knowledge to the benefit of all can be even a greater challenge to any academic institution. The reason for it is that for too long universities have perceived themselves as the monopolies of knowledge, 'sitting on an ivory tower'. Since universities are the transmitters as well as generators of new knowledge, a way of increasing their knowledge bank is through knowledge sharing. One way to share knowledge is through a community of practice. Volumes of literature have been written about communities of practice but the greatest majority deals with communities of practice in organisations and not in academic institutions. However, knowledge sharing within communities is complex. The literature shows that challenges such as a lack of trust, a lack of incentives and a poor culture of learning in an organisation have an effect on effective knowledge sharing. The need to establish the degree of knowledge sharing in an academic institution and subsequently create a framework to assist universities with managing it is created. A questionnaire consisting of open-and closed-ended questions was administered to academics. This article reports on academics' awareness and views of a community of practice at a higher education institution in South Africa. The empirical evidence shows that academics would be willing to share knowledge. A number of inhibitors were identified such as, time constraints, an unwillingness among academics to share knowledge, and a lack of support or participation from management.

ABSTRACT

Background: Knowledge transfer is very important in knowledge-intensive organisations in both developed and developing countries. A knowledge-intensive organisation is an organisation whose operations depend on specialised knowledge. Knowledge-intensive organisations lose intellectual property when experienced employees retire from their jobs. To avoid knowledge loss, skills and expertise should be transferred from experts to non-experts on time. Knowledge transfer tools allow sharing of tacit knowledge between and amongst staff members. The study provides an analysis and review of the most effective knowledge transfer tools in knowledge-intensive organisations because an organisation's success is based on its ability to transfer knowledge. Objectives:The study had two main objectives: to identify and review knowledge transfer tools used in knowledge-intensive organisations and to recommend the best knowledge transfer tool that can be used in organisations for the purpose of enhanced competitive advantage.Method: A well-structured questionnaire was used to collect quantitative data from the research participants in knowledge-intensive organisations in Namibia. Results:The results indicate that the most effective knowledge transfer tool in knowledgeintensive organisations is a community of practice; 40% of the participants considered the tool effective, and 27% considered it to be very effective. This was followed by the mentoring tool, which was ranked 54% effective and 11% very effective by the participants because it exposes mentees to new ideas and new ways of thinking. Storytelling was ranked 28% effective and 17% very effective because it is a natural learning process. Succession plans were ranked 21% effective and 12% very effective because having succession plans in place on time is essential for organisational success. Coaching and knowledge repositories were ranked below 20% on knowledge transfer effectiveness. From the findings, we conclude that the most effective tool for knowledge transfer in knowledge-intensive organisations is communities of practice (CoP) followed by mentoring, storytelling, succession plans, coaching and finally knowledge repositories. Conclusion:The most effective knowledge transfer tool in knowledge-intensive organisations is Communities of Practice, followed by mentoring, storytelling, succession plans and lastly coaching. Communities of Practice are important for knowledge transfer in that they encourage and promote teamwork through discussions and knowledge sharing amongst employees. The study therefore recommends the creation of such Communities of Practice in knowledge-intensive organisations for effective knowledge transfer and sharing.