Factors influencing knowledge sharing amongst higher education academics at a university in South Africa

Abstract

The aim of this paper is to explore the factors influencing knowledge sharing amongst higher education academics, using the actor-network theory (ANT) as a theoretical lens. Knowledge sharing in higher education is not institutionalised, therefore knowledge is not always captured nor systematically stored and organised. This leads to a lack of retention of valuable institutional know-how, inefficient work processes and reinventing the wheel. The research questions revealed social, process and technology factors as affecting the formation, growth, stability, and institutionalisation of knowledge sharing in a network of aligned interests. ANT was utilised in conjunction with historical and contextual analysis, tracing the development of the explicit sociotechnical conditions within which to enable sharing of knowledge amongst academics. The study was qualitative in nature, employing an interpretive case study methodology. Semi-structured questions were used to interview eighteen academic staff members as actors from a University of Technology in South Africa, exploring the factors inductively. Culture and management support emerged as the most important social factors. Management is identified to hold a significant position in influencing the uptake and sustainability of knowledge sharing. Factors of technology and processes are centred on facilitating opportunities to share and ensuring effectiveness and efficiency. Knowledge sharing strategies should adopt a blend of personal interaction and technology-based approaches. A general framework of factors influencing the formation, growth and institutionalisation of knowledge sharing was developed to inform knowledge sharing strategies in higher education. Recommendations are made in light of these factors for implementation by higher education managers

Enablers of knowledge management: practical research-based in the construction industry

“…Table 2 shows that managers are firmly in favor of knowledge management enablers and that employees have a deep mutual interest in managerial decisions. The findings are a good indication and are consistent with (Twum-Darko and Harker, 2015) research. When developing integrated project services, this study shows that knowledge management enablers will help increase productivity and competitive advantage.…”

Enablers and barriers to knowledge management in universities: perspectives from South Africa and Mauritius

“…On the other hand, dedicated and committed leaders were regarded as key enablers for enhancing research, innovation and commercialisation in South Africa. These findings identify top management support as one of most important drivers of KM (Twum-Darko and Harker, 2015) and that leaders can play an important role in initiating KM (Ramachandran et al, 2013).…”

“…Leadership or top management support is an important driver of KM (Twum-Darko and Harker, 2015). Previous studies have examined the role of leadership in HE for developing knowledge-based organizations, and to support KM and knowledge sharing (Gill, 2009;Fullwood et al, 2013).…”

Understanding Knowledge Sharing in an Organization

“…Given the works of Chen & Mohamed (2010), Lee (2001); Liao (2003), Polanyi (1967), Hong, Kim & Suh, (2012) and Lauring & Selmer (2012), it is agreeable to consider individuals creating the accumulated knowledge as actors in a network of aligned interest. This paper argues that knowledge sharing is influenced by facilitating factors of technology, processes, and a knowledge sharing strategy (Twum-Darko & Harker, 2015) which form part of a network of aligned interests to share the accumulated knowledge. Given the contextual and sociotechnical nature of knowledge sharing, this paper employs the actor-network theory (ANT) as a methodology to understand and interpret the sociotechnical processes of knowledge sharing challenges in organisations.…”