Strategies for knowledge management in law firms in Botswana

Abstract

This article formulates a route map on how law firms in Botswana may utilise knowledge management to enhance their competitive edge amidst the changing legal environment. It draws from the multiple definitions and perspectives of knowledge management, several frameworks and models together with the empirical findings to recommend a strategy for knowledge management in law firms in Botswana. It underscores the fact that knowledge management is becoming an imperative for the survival of law firms as knowledge intensive organisations. Law firms in Botswana can no longer afford to rely on the traditional methods of managing knowledge because there is a need for the 'best minds' and the best knowledge in their area of practice. It is recommended that lawyers should be proactive, adaptive, innovative, effective and competitive in the provision of outstanding, cost-efficient and effective services to clients. Most previous studies in this area have been carried out in developed countries with large law firms

A survey of Information and Communication Technologies (ICTs) as enablers of knowledge capture and retention in three Southern Africa Development Community (SADC) public broadcasting corporations

“…This finding is consistent with studies done by Stapplehurst and Ragsdell (2010) and Hansen, Nohria and Tierney (1999), who established that tacit knowledge is shared mainly through face-to-face interaction, over the telephone, by email and even verbally. It is also consistent with studies conducted elsewhere by Fombad (2009) and Stafford and Mearns (2009), where it emerged that telephones, computers, personal networked computers, email, the internet and face-to-face discussions with peers were the most important for knowledge sharing and dissemination. Holbeche (2005) observes that most organisations now actively encourage employee use of the internet, intranet, bulletin boards, email and shared databases for knowledge sharing.…”

Knowledge management in law firms in Botswana: Some lessons for small law firms

“…Strategic planning for KM is a set of set of carefully developed guidelines put in place to leverage the organization's knowledge before significant investments are made in the system. An eight-phase guideline (Fombad, 2010) for implementing KM in organizations is considered in subsequent paragraphs.…”

“…Knowledge of the law firm has been classified as knowledge of the law, knowledge of the firm, client information, commercial markets and specific industries, staff skills and expertise, past projects, and knowledge about third parties as administrative data, declarative knowledge, procedural knowledge and analytical knowledge (Edwards and Mahling, 1997;Gottschalk, 2002;Rusanow, 2003). The underlying theme in these classifications is that knowledge in the law firm may be tacit knowledge, explicit knowledge and knowledge of the business of law (Fombad, 2010).…”

Gestão do Conhecimento nas Atividades de Trabalho de Escritórios de Advocacia

“…Para a utilização de forma apropriada deste conhecimento são necessários profissionais especializados para oferecer o conhecimento certo no momento necessário, a partir do uso de recursos para armazenamento, acesso e controle de informações. [Fombad;Boon;Bothma, 2009]. Capturar e potencializar a utilização do conhecimento explícito envolve o desafio de gerenciar o conhecimento tácito presente em cada membro da equipe para tornar disponível a toda organização [Fombad;Boon;Bothma, 2009].…”

“…[Fombad;Boon;Bothma, 2009]. Capturar e potencializar a utilização do conhecimento explícito envolve o desafio de gerenciar o conhecimento tácito presente em cada membro da equipe para tornar disponível a toda organização [Fombad;Boon;Bothma, 2009]. A essência estratégica da GC é capturar a maior quantidade possível de conhecimento das pessoas e incorporar a organização Khandelwall, 2004].…”