An Exploratory Study of Knowledge Management Practices in a South African Public Entity
The primary objective of this research was to investigate what knowledge management practices exist at Public Entity X and to assess their influence on operational efficiency and knowledge sharing. The study aimed to identify barriers and enablers to the adoption of knowledge management practices, with a particular focus on the experiences of employees and managers in a selected organisation. The significance of this study lies in its contribution to understanding the evolving role of knowledge management within contemporary organisational contexts. As digital transformation accelerates and information and knowledge becomes an increasingly strategic asset, effective management of information and knowledge resources is critical for organisational success. Despite the growing recognition of information science, a notable research gap exists in the literature regarding its practical integration and impact within public sector organisations, especially in the context of knowledge management and decision-making processes. Employing a mixed-methods approach, the research combined quantitative surveys with qualitative interviews to gather comprehensive insights from participants. Data were analysed using thematic analysis for qualitative responses and descriptive statistics for quantitative data, ensuring a robust and nuanced understanding of the subject matter. Key findings indicate that while knowledge management is acknowledged as valuable and required for business continuity, its implementation is often hindered by rigid organisational structures, a culture of mistrust and hoarding of knowledge, limited resources, and insufficient training. Its value is further diminished by a lack of concise leadership alignment and measurable metrics. Conversely, organisations that actively promote information and knowledge literacy and invest in relevant technologies report measurable improvements in knowledge sharing, collaboration, and overall performance. The implications of this study highlight the necessity for Public Entity X to prioritise integrated knowledge management initiatives through strategic planning, investment in employee training and technology platforms, and fostering a supportive culture. These steps are essential for leveraging the full potential of institutional knowledge assets in achieving organisational goals and maintaining effectiveness in a rapidly changing public sector environment.
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