DEVELOPING GUIDELINES FOR A KNOWLEDGE MANAGEMENT POLICY TO ENHANCE

KNOWLEDGE RETENTION AT THE UNIVERSITY OF ZAMBIA

BY

SITALI WAMUNDILA

submitted in fulfilment of the requirements
for the degree of

MASTER OF ARTS

in the subject

INFORMATION SCIENCE

at the

UNIVERSITY OF SOUTH AFRICA



SUPERVISOR: PROF P. NGULUBE

NOVEMBER 2008


i

DEDICATION


To my wife


Faith Moono-Wamundila


who made a positive contribution to my dissertation through her understanding,
patience and encouragement.
ii
DECLARATION

STUDENT NUMBER: 3649-715-0




I declare that

Developing guidelines for a knowledge management policy to enhance
knowledge retention at the University of Zambia is my own work and that all the
sources that I have used or quoted have been indicated and acknowledged by
means of complete references.












............................................. .......................................
SIGNATURE DATE
(MR S. WAMUNDILA)
iii
ACKNOWLEDGEMENTS

This work would not have come to fruition without the devotion and
dedication of selfless men and women whose desire for knowledge
generation and advancement is greatly appreciated. Thus, many special
thanks go to my supervisor Professor Patrick Ngulube who supervised
and directed this dissertation. His wonderful guidance has greatly inspired
me as I remain yearning for academic advancement in the near future.

I am grateful for the guidance and supervision that my initial supervisors,
Dr. Lorette Jacobs and Dr. Linda M. Cloete, gave in the conceptualisation
of a researchable project. I am grateful for your belief in me. You gave me
strength to carry on. I also thank all staff at the University of South Africa
(UNISA), especially those in the Department of Information Science and
the Library who assisted in one way or another in my studies.

I am grateful to the University of South Africa for the financial assistance I
received in the 2007 academic year through a bursary under the Financial
Aid Bureau (FAB).

I wish to thank all management and academic staff at UNZA for giving me
an opportunity to interview them and for filling in the questionnaires.

I am sincerely grateful to my family, especially my daughters and son
(Faith, Inonge, Sitali Jr. and Limpo) for their understanding when I could
not find much time to attend to their various social needs.





iv

ABSTRACT


The purpose of this study was to investigate how knowledge retention may be
enhanced at the University of Zambia (UNZA). A mixed research methodology
was employed in the case study design. Data was collected using interviews and
questionnaires. Purposive sampling was used to determine participants for the
interviews while stratified random sampling was employed for the questionnaire
respondents. Out of a population of 435 a sample of 205 was surveyed. The
response rate was 60 %.

Findings indicate that UNZA lacked a number of knowledge retention practices
that can enable it to retain operational relevant knowledge. In view of these
findings, the study concluded by recommending guidelines for the adoption of
various knowledge retention practices that could be embedded into UNZAs
knowledge management policy.




KEY TERMS: Knowledge management, knowledge retention, knowledge loss,
knowledge assessment, knowledge acquisition, knowledge transfer, Knowledge
management policy, attrition challenges, Knowledge documentation.
v
TABLE OF CONTENTS

Dedication.......................................................................................... i
Declaration......................................................................................... ii
Acknowledgements............................................................................ iii
Abstract.............................................................................................. iv
Table of Contents.. v
List of Tables. xvi
List of Figures... xvii
List of Appendices xvii
List of Acronyms xviii

CHAPTER 1: INTRODUCTION AND BACKGROUND 1

1.1 INTRODUCTION AND BACKGROUND. 1
1.2 HISTORICAL CONTEXT.............. 2
1.3 STATEMENT OF THE PROBLEM 3

1.3.1 Problem Formulation.... 5
1.3.2 Significance of the Problem...... 10

1.4. PURPOSE OF THE RESEARCH................... 11

1.4.1 Research Objectives .............. 11
1.4.2 Research Objectives, Questions and Possible Sources
of Data..................................................................... 12
1.4.3 Scope, Limitations and Exclusions 12
1.4.4 Significance of the Research... 13

1.5 KEY CONCEPTS............ 14

1.5.1 Information 14
1.5.2 Information Management.. 15
vi
1.5.3 Knowledge 15
1.5.4 Explicit Knowledge 16
1.5.5 Tacit Knowledge.. 16
1.5.6 Knowledge Assessment. 17
1.5.7 Knowledge Acquisition.. 17
1.5.8 Knowledge Transfer.. 18
1.5.9 Knowledge Retention 19
1.5.10 Knowledge Management. 19

1.6 RESEARCH APPROACH AND DESIGN .. 20

1.6.1 Research Approach. 20
1.6.2 Research Design. 22
1.6.3 Data Collection Methods 22
1.6.3.1 Document/Literature Review............... 23
1.6.3.2 Interviews.................... 23
1.6.3.3 Questionnaire........................................... 24
1.6.4 Unit of Analysis.................. 25
1.6.5 Study Case...................................................................... 25
1.6.6 Sampling Procedure and Study Sample.. 25

1.7 ORGANISATION OF THE DISSERTATION......... 26
1.8 SUMMARY OF CHAPTER ONE.. 27

CHAPTER 2: A SITUATION ANALYSIS OF THE COMPONENTS, DRIVERS,
POLICIES AND STRATEGIES FOR KNOWLEDGE
RETENTION IN SELECTED UNIVERSITIES AND OTHER
INSTITUTIONS.. 28

2.1 INTRODUCTION 28
2.2 THE VALUE OF KNOWLEDGE. 28
2.3 APPROACHES TO KNOWLEDGE MANAGEMENT 31
vii
2.4 THE COMPONENTS OF KNOWLEDGE RETENTION................. 33
2.5 KNOWLEDGE ASSESSMENT 34

2.5.1 Organisational Capabilities Assessment 35
2.5.2 Workforce Planning.... 36
2.5.3 Knowledge Auditing.......... 39

2.6 KNOWLEDGE ACQUISITION. 42

2.6.1 Knowledge Acquisition Techniques 45
2.6.1.1 Recruitment.. 46
2.6.1.2 Training and Development.. 46
2.6.1.3 Intuitive, Incidental Retrospective and
Prospective 48
2.6.1.4 Interviews (Protocol Generation)............... 49
2.6.1.5 Card Sorting.......... 49
2.6.1.6 Protocol Analysis......... 50
2.6.1.7 Observation..................... 50
2.6.1.8 Brainstorming........ 50
2.6.1.9 Expert Systems, Subject Matter Experts and
After Action Reviews 51

2.7 KNOWLEDGE TRANSFER........................................................... 51

2.7.1 Succession Planning........................................................... 53
2.7.2 Community of Practice (CoP)...... 54
2.7.3 Knowledge Repositories through Documentation. 54
2.7.4 Mentoring 55
2.7.5 Coaching 57
2.7.6 Phased Retirement.. 58
2.7.7 Job Rotation.. 59
2.7.8 Story Telling. 59
2.7.9 Orientation. 59
viii
4.1.3 Summary of Tools, Methods and Techniques for Knowledge
Assessment, Acquisition and Transfer 60

2.8 DRIVERS FOR THE RETENTION AND MANAGEMENT OF
KNOWLEDGE............................................................... 62

2.8.1 The Significance of Changing Workforce
Demographics and Profiles....................................... 63
2.8.1.1 Builders/Traditionalists. 64
2.8.1.2 The Baby Boomer Generation. 64
2.8.1.3 The Generation X.... 66
2.8.1.4 The Generation Y.... 67
2.8.2 The Implications of Employee Mobility and Turnover .. 69
2.8.3 The Lack of Knowledge Documentation.. 72

2.9 KNOWLEDGE RETENTION IN UNIVERSITIES. 74

2.9.1 Managing the University and the Role of Knowledge
Management in University Operations. 74
2.9.1.1 The Role of Knowledge Management in
University Management and Administration 76
2.9.1.2 Knowledge Management in Teaching and
Learning. 76
2.9.1.3 Knowledge Management and Research.. 77
2.9.1.4 Knowledge Management and Distance
Education 78
2.9.1.5 Knowledge Management in University
Libraries. 78

2.10 THE NEED TO RETAIN UNIVERSITY KNOWLEDGE. 78

2.10.1 Knowledge Retention and Management in Institutions of
Higher Learning: International Overview.. 79
ix
2.10.2 Knowledge Retention and Management in African
Institutions of Higher Learning... 81

2.11 THE KNOWLEDGE MANAGEMENT POLICY. 83
2.12 EXAMPLES OF ADOPTED KNOWLEDGE MANAGEMENT
POLICIES AND STRATEGIES ADOPTED BY
SELECTED ORGANISATIONS. 86

2.12.1 Examples of Corporate Knowledge Management
Policies and Strategies.. 86
2.12.1.1 The Asian Development Bank 86
2.12.1.2 The United States Department of the Interior,
Bureau of Land Management.. 88
2.12.1.3 International Fund for Agricultural
Development (IFAD). 89
2.12.2 Examples of Knowledge Management Policies and
Strategies Adopted in Higher Learning Institutions 90
2.12.2.1 The University of Edinburgh... 90
2.12.2.2 Kings College London, University of London 91
2.12.2.3 Auckland University of Technology. 92
2.12.3 Synopsis of Examples of Knowledge Management Policies
and Strategies presented above .... 94

2.13 SUMMARY OF CHAPTER TWO. 94

CHAPTER THREE: RESEARCH APPROACH AND DESIGN. 95

3.0 INTRODUCTION.. 95
3.1 RESEARCH APPROACH... 95
3.2 RESEARCH DESIGN.. 96

3.2.1 The Case Study.. 96
x

3.3 SAMPLING PROCEDURE AND STUDY SAMPLE. 97
3.3.1 Stratified Random Sampling.. 98
3.3.2 Purposive Sampling 99

3.4 DATA COLLECTION METHODS 101

3.4.1 Secondary Sources of Data 101
3.4.2 Primary Sources of Data 101
3.4.1.1 The Questionnaire. 102
3.4.2.2 Pre-Testing of Data Collection Tools 103
3.4.1.2 The Interviews 104

3.5 DATA ANALYSIS 105

3.5.1 Survey Data Analysis 106
3.5.2 Interview Data Analysis 107

3.6 VALIDITY AND RELIABILITY OF THE RESEARCH FINDINGS 108
3.7 RESEARCH ETHICAL CONSIDERATIONS. 111
3.8 EVALUATION OF THE RESEARCH METHODOLOGY 111
3.9 SUMMARY OF CHAPTER THREE. 113

CHAPTER FOUR: PRESENTATION OF RESEARCH FINDINGS 114

4.0 INTRODUCTION. 114
4.1 FINDINGS FROM REVIEWED DOCUMENTS.. 114

4.1.1 Knowledge Management/Retention Policies
in Higher Learning Institutions 115
4.1.2 Knowledge Retention at Other Institutions of
xi
Higher Education: Internationally and in Africa... 116

4.2 FINDINGS FROM THE QUESTIONNAIRE. 116

4.2.1 Characteristics of the Respondents 117
4.2.1.1 Age Groups for the Respondents 117
4.2.1.2 Gender of Respondents. 117
4.2.1.3 Number of Years in Academic Rank 118
4.2.2 Knowledge Retention 118
4.2.2.1 Availability of a Knowledge Retention Policy 119
4.2.2.2 Deprivation of Relevant Operational Academic
Knowledge through Attrition 119
4.2.2.3 Faced Attrition Challenges 120
4.2.2.4. Available Systems/Mechanisms/Tools for
Sustenance of Operations 120
4.2.2.5. Critical Knowledge that should be acquired
for new Entrants 121
4.2.2.6. Recommended Method for Retention of
Knowledge. 122
4.2.2.7. UNZA Requires Knowledge Retention
Policy 122
4.2.3 Knowledge Assessment 123
4.2.3.1 Availability of Documented Processes 123
4.2.3.2 Availability of Documented Policies 124
4.2.3.3 Availability of Documented Work Manuals 124
4.2.3.4 Availability of Documented Procedures. 124
4.2.3.5 Importance Attached to the use of
Documented Processes, Policies, Work
Manuals and Procedures 125
4.2.3.6 Communication 125
4.2.3.7 Availability of Skills and Competencies
xii
or Inventories. 127
4.2.4 Knowledge Acquisition 127
4.2.4.1 Experience in Teaching, Research,
Curriculum Development, Academic Citizenship
or Public Life, and Consultancy at the Time
of Joining UNZA 128
4.2.4.2 Professional Training in Teaching, Research,
Curriculum Development, Academic
Citizenship or Public Life, and Consultancy 128
4.2.4.3 Necessity for Specialised Training in
Specialised Courses 130
4.2.4.4 Necessity for Other Specialised Training 131
4.2.4.5 Knowledge Acquisition through Brainstorming. 131
4.2.4.6 Consultations with Subject Matter Experts 132
4.2.4.7 The use of Expert Systems/Knowledge
Bases.. 133
4.2.4.8 The use of After Action Reviews 133
4.2.5 Knowledge Transfer 134
4.2.5.1 Existing and Used Knowledge
Transfer Practices. 134
4.2.5.2 Paraphrased Statements on Knowledge
Transfer Practices 138
4.2.5.3 Formalised Knowledge Transfer Practices 141
4.2.5.4 Importance of Formalised Knowledge Transfer
Practices 144

4.3 FINDINGS FROM THE INTERVIEWS 145

4.3.1 Characteristics of the Respondents. 145
4.3.2 Knowledge Retention.. 146
4.3.2.1 Workforce Demographics and its Impact
xiii
on Operations.. 146
4.3.2.2 Faced Attrition Challenges. 147
4.3.2.3 Preservation of Operational Knowledge .. 148
4.3.3 Knowledge Assessment.. 149
4.3.3.1 Scope of UNZA Operations 150
4.3.3.2 Organisational Capability Assessment.. 151
4.3.3.3 Workforce Planning.. 153
4.3.3.4 Knowledge Auditing. 154
4.3.4 Knowledge Acquisition 155
4.3.4.1 Recruitment 155
4.3.4.2 Training and Development.. 156
4.3.4.3 Expert Systems, Subject Matter Experts
and the use of After Action Reviews .. 157
4.3.5 Knowledge Transfer. 158
4.3.5.1 Succession Planning 158
4.3.5.2 Communities of Practice. 160
4.3.5.3 Coaching and Mentoring 160
4.3.5.4 Phased Retirement 161
4.3.5.5 Job Rotation 161
4.3.5.6 Orientation (General and Specific). 162
4.3.5.7 Knowledge Repository.. 163
4.3.5.8 Story Telling 163

4.4 SUMMARY OF CHAPTER FOUR. 163

CHAPTER FIVE: INTERPRETATION AND DISCUSSION OF RESEARCH
FINDINGS.. 164

5.0 INRODUCTION... 164
5.1 KNOWLEDGE MANAGEMENT/RETENTION POLICIES
BY HIGHER LEARNING INSTITUTIONS.... 164
xiv
5.2 KNOWLEDGE RETENTION AT OTHER INSTITUTIONS OF
HIGHER LEARNING IN THE WORLD. 165

5.2.1 Knowledge Retention at Institutions of Higher Learning:
International Overview... 165
5.2.2 Knowledge Retention at Institutions of Higher Learning
in Africa 166
5.2.3 Knowledge Retention at UNZA 167

5.3 TOOLS, METHODS AND TECHNIQUES FOR
KNOWLEDGE ASSESSMENT, ACQUISITION AND TRANSFER... 169

5.3.1 Knowledge Assessment Practices at Unza.. 169
5.3.1.1 Organisational Capabilities Assessment 170
5.3.1.2 Workforce Planning 173
5.3.1.3 Knowledge Auditing 174
5.3.2 Knowledge Acquisition Practices at Unza.. 174
5.3.2.1 Recruitment. 175
5.3.2.2 Training and Development. 176
5.3.2.3 Brainstorming 177
5.3.2.4 Subject Matter Experts 177
5.3.2.5 Expert Systems/Knowledge Bases 178
5.3.2.6 After Action Reviews.. 178
5.3.3 Knowledge Transfer Practices at Unza... 179
5.3.3.1 Succession Planning................................................ 179
5.3.3.2 Communities of Practice 180
5.3.3.3 Knowledge Repositories through Documentation. 180
5.3.3.4 Mentorship, Formal and Informal. 181
5.3.3.5 Coaching. 181
5.3.3.6 Phased Retirement 182
5.3.3.7 Orientation, General and Job Specific 182
xv
5.3.3.8 Job Rotation 183
5.3.3.9 Story Telling 183

5.4 SUMMARY OF CHAPTER FIVE. 183

CHAPTER SIX: SUMMARY OF MAJOR FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS . 185

6.0 INTRODUCTION.. 185
6.1 SUMMARY OF MAJOR FINDINGS 185
6.2 CONCLUSION.. 188
6.3 RECOMENADATION: UNZA KNOWLEDGE RETENTION
POLICY GUIDELINES.. 189
6.3.1 Guidelines for the Policy Vision and Objectives 190
6.3.2 Guidelines on Knowledge Drivers for the Policy. 190
6.3.3 Guidelines on Knowledge Types and Approaches. 190
6.3.4 Guidelines on Knowledge Assessment Practices.. 191
6.3.5 Guidelines on Knowledge Acquisition Practices. 191
6.3.6 Guidelines on Knowledge Transfer Practices . 192
6.4 UNZA KNOWLEDGE RETENTION FRAMEWORK. 193
6.5 RECOMMENDATIONS FOR FUTURE RESEARCH 195
6.6 SUMMARY OFCHAPTER SIX . 195
References 196
xvi
LIST OF TABLES

Table 2.1: Mumfords Work Based Knowledge Acquisition
Techniques.... 48
Table 2.2: Benefits of a University Mentoring Programme . 57
Table 2.3: Tools, Methods and Techniques for Knowledge
Assessment, Acquisition and Transfer 60
Table 2.4: The Four Generations 68
Table 3.1: Population and Sample Frame for the Survey Data
Collection.... 99
Table 3.2: Interview Participants. 100
Table 3.3: Equivalent Assessment Criteria for Quantitative and
Qualitative Research 109
Table 4.1: Higher Learning Institutions with KM Polices/Strategies 115
Table 4.2: Higher Learning Institutions Addressing Knowledge
Retention Challenges 116
Table 4.3: Faced Attrition Challenges 120
Table 4.4: Statements on Knowledge Assessment. 126
Table 4.5: Existence and Usage of Knowledge Transfer Activities 138
Table 4.6: Statements on Knowledge Transfer Practices 141
Table 4.7: Formalised Knowledge Transfer Activities 144
Table 4.8: Units and their Purposes from where Interviewees
were Drawn 151
Table 5.1: Learning Institutions Developing Policies/Practicing
some Knowledge Retention Activities.. 166
Table 5.2: African Higher Learning Institutions Practicing
some Knowledge Retention Activities .. 167

xvii
LIST OF FIGURES

Figure 2.1: The Knowledge Gap: The Training and Work Performance
Relationship. 47
Figure 4.1: Age of Respondents. 117
Figure 4.2: Gender. 118
Figure 4.3: Number of Years in Academic Rank. 118
Figure 4.4: Attrition and Deprivation of Relevant Operational Knowledge. 119
Figure 4.5: UNZA Needs a Knowledge Retention Policy. 123
Figure 4.6: Importance of Documented Processes, Policies,
Work Manuals and Procedures 125
Figure 4.7: Availability of Skills and Competencies Inventory. 127
Figure 4.8: Use of Brainstorming... 132
Figure 4.9: Consultations with Subject Matter Experts... 132
Figure 4.10: Use of Expert System/Knowledge Bases. 133
Figure 4.11: Use of After Action Reviews. 134
Figure 4.12: Importance of Formalised Knowledge Transfer Activities. 145
Figure 6.1: UNZA Knowledge Retention Framework. 194

LIST OF APPENDICES
Appendix I: Research Objectives, Questions and Sources of Data 239
Appendix II: Questionnaire.. 240
Appendix III: Interview Guide 256
Appendix IV: Request for Ethical Clearance.. 265
Appendix V: Approval for Ethical Clearance 266
xviii
LIST OF ACRONYMS

ADB Asian Development Bank
CUCSA Council of University of California Staff Assemblies
IFAD International Fund for Agricultural Development
NeLH National Electronic Library for Health
TVA Tennessee Valley Authority
UNESCWA United Nations Economic and Social Commission for Western Asia
UNISA University of South Africa
UniSA University of South Australia
UNZA University of Zambia
1

CHAPTER 1

INTRODUCTION AND BACKGROUND

1.1 INTRODUCTION AND BACKGROUND

This dissertation reports on an investigation on how knowledge retention may be
enhanced at the University of Zambia (UNZA). Based on the study, guidelines for a
knowledge management policy that focuses on knowledge retention was
proposed.

The recognition of knowledge as a strategic organisational resource cannot be
over-emphasised (Civi 2000; Halawi, Aronson and McCarthy 2005; Oltra 2005;
Zack 1999). Its value in enhancing operational efficiency and effectiveness in
organisations can no longer be denied (Choo 1995; DeLong 2004; DeLong 2005;
Edvardsson 2003; Musana 2006; Roos and Roos 1997:413). However, most
organisations are faced with the problem of knowledge loss and proactive
responses such as knowledge retention (KR) are being implemented to retain both
tacit and explicit knowledge (DeLong 2002; DeLong 2004; Performance Agents
2006).

UNZA is no exception to the knowledge loss problem. An assessment of the
Council Care Taker Committee Report (UNZA Council 2000) and the IOTA
Consulting Services (2001) document reveal the availability of the following
operational problems related to knowledge retention:
High staff turnover;
Inability to retain experienced and qualified staff;
Lack of explicit routines and procedure manuals;
Lack of succession planning;
Lack of sustained leadership; and
Ineffective information management.
2


The consequences of the above and other factors such as low salaries usually
result in the University being closed, leading to the stoppage of academic and
support operations. The negative effect of closures of the University prompted the
government to create the Bobby Bwalya Commission in 1997 to inquire into the
operations of the University (Republic of Zambia 1998). The Commission warned
that without significant attention being paid to the retention, motivation and
commitment of critical staff in the University, quality in the core functions of the
University would be in jeopardy (UNZA Strategic Plan 2002-2006; Iota
Consultancy Services 2001:5). This partly explains why the Caretaker Committee
of UNZA recommended in 2000 that the University should rationalise its staff to
optimum levels. In 2001, the IOTA Consulting Services was hired to conduct a staff
and organisation audit (IOTA Consultancy Services 2001:iv, ix). In order to provide
effective and efficient services, UNZA recognises that:
in the era of information society and knowledge based economy the world of
work is being radically redefined, and the University has an obligation to respond to
the challenges that this entails (UNZA Strategic Plan 2002 2006: 11).

Though the importance of knowledge retention and management is addressed in
the strategic plan of the University, my experience at UNZA clearly shows that very
little effort has been made by management to put procedures and processes in
place that will ensure knowledge retention for operational benefits (UNZA Strategic
Plan 2002 2006: 11). For instance, there are no guidelines for knowledge
management (KM). This research aimed to assist UNZA management in
developing guidelines for a KM policy that may enhance knowledge retention.

1.2 HISTORICAL CONTEXT

We live in an information society where world economies are knowledge-based
(Kubler and Deluca 2006; Loh et al., 2003; Maponya 2004; Parirokh, Daneshgar
and Fattahi 2006). In a knowledge economy, knowledge is viewed as a strategic
resource that offers competitive advantage in organisations (Halawi, Aronson and
McCarthy 2005; Whelan 2005; Zack 1999). Thus, the importance of managing
3

knowledge has influenced organisational management through management
practices and theories such as business process re-engineering, the resource-
based and the knowledge-based theories of the firm (Bellinger 2004; Fahy and
Smithee 1999; Halawi, Aronson and McCarthy 2005; Whelan 2005). Consequently,
continued inquiry to enhance efficiency and effectiveness in organisational
operations in the last decade, has seen the emergence of another management
approach called KM. Kruger and Snyman (2005a) and Davenport and Prusak
(1998) pointed out that although organisations have realised the value of
knowledge, not many had actually started managing knowledge efficiently and
effectively. This view is also held by Ngoc (2006) as the author notes that
managing knowledge for value creation in organisations is still a management
concern. While noting that the value of knowledge in organisations has become
obvious, Perez-Soltero et al., (2006) equally echoes similar sentiments for the
need to manage knowledge as expressed by Davenport and Prusak (1998),
Kruger and Snyman (2005a) and Ngoc (2006). Perez-Soltero et al., (2006) indicate
that despite the fact that other organisational operations like marketing, finance,
sales or even supply chain are well mastered, road maps for effective
management of knowledge are still being investigated. Parent and Beliveau (2007)
argue that until now (2007), few ideas have been presented on how to improve
learning from experience and how to capture and disseminate knowledge in
organisations.

1.3 STATEMENT OF THE PROBLEM

It is argued that the core business of universities is to create, manage and transfer
knowledge (Kubler and Deluca 2006; Oni 2000). However, according to Ratcliffe-
Martin, Coakes and Sugden (2000) in Maponya (2004:8), generally universities fail
to recognise the importance of knowledge as a strategic resource. Besides this
observation, universities are currently operating in the knowledge era and Petrides
and Nodine (2003:10) argue that educational organisations are:
adaptive, social systems where people cooperate to achieve common
purposes[they]grow and revitalise themselves through the knowledge they
4

create, their procedures for passing that knowledge to others and the exchange
and relationships they foster among people.

Thus, universities must focus on retaining their institutional knowledge, that is, both
tacit and explicit. According to Kidwell, Vander Linde and Johnson (2000:31) and
Al-Hawamdeh (2002) the retention and management of knowledge is of benefit to
Universities in the following areas:
better decision-making capabilities;
reduced product development cycle time (for example curriculum
development and research);
improved academic and administrative services;
reduced costs;
preservation of corporate memory; and
combating staff turnover by facilitating knowledge capture and transfer.

Notwithstanding the benefits, concern over the retention of knowledge world over
has become apparent. Corporate entities including universities are instigating
knowledge retention initiatives (Kidwell, Vander Linde and Johnson 2000; Loh et
al., 2003; McGregor 2006; Seale 2005; University of California 2006). In the United
Kingdom (UK), the University of Edinburgh is an example of an institution that has
instigated knowledge retention initiatives (University of Edinburgh 2005). Threats
by an aging workforce, shrinking talent pool and demographic changes are cited as
drivers for knowledge retention (DeLong 2004; McGregor 2006; University of
California 2006).

Similar concerns are evident in Africa where brain drain is common (Cohen 2002;
Dovlo 2003; Tapsoba 2000; Wadda 2000). Ayuk and Jones (2005), Kubler and
Deluca (2006), Mushonga (2005), Oni 2000, Panapress (2001), Seale (2005) and
the World Bank (1995) identify the following knowledge retention related problems
that affect performance of African universities:
Brain drain;
Low levels of new entrants;
5

Inability to attract and retain viable staff;
Aging workforce;
Inefficient and ineffective operational approaches;
Shortage of skilled leadership; and
Lack of management capacity.

UNZA shares similar concerns with other African universities (IOTA Consultancy
Services 2001). However, the institution has a unique situation involving staff being
employed on two conditions of service. Permanent and pensionable conditions for
employees recruited before 2000 and contract condition for employees recruited
after 2000. These conditions have implications on knowledge retention based on
the following assertions:
(a) Permanent and pensionable staffs have operational relevant institutional
knowledge.
(b) Contract staffs are assets for continuity who require integration and
nurturing in University operations and after working for some time
become fully knowledgeable of University operations.

However, based on the above assertions, and cognisant of current knowledge
retention related problems faced by UNZA, there is little doubt that UNZA loses
knowledge in the following ways:
staff resignations;
staff retirements, 46 % (489 out of 1054 members of staff) would be eligible
by 2011;
undocumented best practices, routines, business processes and
procedure/work manuals; and
untimely death of staff.

1.3.1 Problem Formulation
As can be noted from the preceding section, the problem faced by UNZA is the
loss of operational relevant knowledge through attrition, vis--vis resignations and
6

retirements. This problem is further compounded by the lack of documented best
practices, routines, business processes and procedure/work manuals.

Knowledge attrition challenges through retirements and resignations are generally
accepted to cause loss of tacit knowledge in any organisation with consequences
including lost potential for innovation and growth, decrease in operational efficiency
and effectiveness, and increased costs which in turn affect organisational
performance (DeLong 2002; DeLong 2005; Hahn 2006; Padilla 2006; Purdum
2006; Sutherland and Jordaan 2004). The situation is worsened when combined
with contract employees as Stovel and Bontis (2002:315) argue that:
the difficulty with contract/contingent workers is that [they] require training in the
operations and products of the company. However, when the season is over,
these employees leave the firm and such knowledge and experience are often not
retained and leveraged by the firm.

Thus while long serving members of staff may remain loyal to UNZA (IOTA
Consultancy Services 2001: ix), contract based workers whose tenure in the
University is dependent on the length of the contract (minimum of two years and
maximum of four years) may leave at the end of the contract especially that the
high staff turnover [at UNZA] is due to poor conditions of service offered by the
University (IOTA Consultancy Services 2001: ix). Based on this fact, it can be
argued that while permanent and pensionable employees are depleting yearly
through retirements, the University may not be able to retain contract employees,
resulting in relevant operational knowledge being lost.

In addition, the above scenario is situated within an era that regards employee
mobility as a characteristic of knowledge workers including University employees in
the knowledge economy (Crespi, Geuna and Nesta 2007; Deem 2004:111; Stovel
and Bontis 2002:320; Sutherland 2005; Sutherland and Jordaan 2004). With
employee mobility comes concerns over knowledge workers vesting their loyalty in
their skills, qualifications, exposure, career development and employability (Bhawal
2006; Stovel and Bontis 2002:320; Sutherland 2005). Such a stance by employees
renders traditional Human Resources Management practices like employee
7

retention, that is, retention of the actual headcount, insufficient (Buttler and Reche-
Tarry 2002; Oltra 2005; Stovel and Bontis 2002; Sutherland 2005). Based on this
understanding, the focus of this dissertation is not on retention of headcount, but
rather the management and retention of the tacit knowledge rooted in employees
as human capital (Auer 2002; Kelleher 2006; Stovel and Bontis 2002). The aim of
effective knowledge management is to ensure that, even if people might leave,
UNZA will still retain its relevant operational knowledge (tacit and explicit) to
support the achievement of its mission viewed through its motto of service and
excellence.

Further, the need to retain knowledge at UNZA is also supported by knowledge
management initiatives done by both corporate organisations and learning
institutions among them including, the Asian Development Bank, Best Buy,
Tennessee Valley Authority, University of California and the University of South
Australia (UniSA) (Asian Development Bank 2004; Best Buy 2002; Boom 2005;
Tennessee Valley Authority 2005; University of California 2006, UniSA 2007).
These institutions use knowledge retention and management initiatives to address
similar situations, that is, those related to knowledge loss caused by employee
attritions and undocumented work processes, a problem that most African
universities are facing (Mushonga 2005; Seale 2005).

In order to understand the stated problem, the implications of the above situation
at UNZA, that is, permanent and contract staff vis--vis resignations and
retirements and how they relate to knowledge management in general and
knowledge retention in particular, this dissertation treated knowledge management
as the effective management of the organisations intellectual capital, comprised
of human capital and structural capital (Auer 2002:1; Bontis 2000:5; Skyrme 2004;
Stovel and Bontis 2002:303).

Following Auer (2002:1), Skyrme (2004), Stovel and Bontis (2002) and Wiig
(1997:401), the first strand of this research project considered human capital as
the cumulative tacit knowledge of employees within a firm. This type of
8

knowledge is also viewed as the procedural knowledge (Nickols 2004:4). Further,
tacit knowledge is referred to as the knowledge within an employees head, the
kind of knowledge that ensures an employees ability to carry out a task effectively
(Kidwell, Vander Linde and Johnson 2000:29; Van Den Bosch and Van Wijl
2000:11).

The second strand of this dissertation considered structural capital as explicit
knowledge, that which remains when people go home at night (Bontis 2000:5;
Skyrme 2004, Wiig 1997:401). Thus, notwithstanding the debate that centres on
information management and knowledge management with regard to explicit
knowledge (Bouthillier and Shearer 2002; Skyrme 2004), it was in the interest of
this dissertation that undocumented best practices, routines, policies, business
processes and procedure/work manuals were viewed as explicit knowledge in the
form of declarative knowledge (Choo 1995; McCall 2006; Nickols 2004:4; Shanks
and Tay 2001). This was because while information management focuses on
delivery and accessibility of information as argued by DeLong, Davenport and
Beers (1997) in Al-Hawamdeh (2002), explicit knowledge as structural capital is
viewed as support mechanisms for employees to achieve optimum job
performance and overall organisational performance (Bontis (1998) in Stovel and
Bontis 2002; Bontis 2000). Empirical evidence also confirms that overlaps exist
between document management, information management and knowledge
management (Chen, Snyman and Sewdass 2005). Knowledge portals and
knowledge bases have been cited as facilitators for explicit knowledge (Peltier and
Meingan 2002). This view is equally supported by Morris, Snell and Wright
(2006:10) that:
organisational capital - the institutionalised knowledge and codified experience
residing within an organisation include an organisations reliance on manuals
and databases to preserve knowledge, along with the establishment of structures,
processes and routines that encourage repeated use of this knowledge. As an
integrative mechanism [it] allows the firm to preserve knowledge as incoming
employees replace those leaving.

9

Based on the above, it was important that this dissertation considered an
integrative approach for both tacit and explicit knowledge. These knowledge types
are complementary in nature and they co-exist. To achieve either of them, some
conversion must take place (Bouthillier and Shearer 2002; Gertler 2001:76, 79;
Nonaka and Takeuchi (1995) in Civi (2000); Skyrme 2004; Swart and Pye 2002:3,
5).

The above clarification of the focus of this research project was seen to be in line
with current research in information science where both tacit and explicit
knowledge are being investigated (Choo 2000; Crowley 2001; Kruger and Synman
2005a; Maponya 2004; Parirokh, Daneshgar and Fattahi 2006; Rui (1999) and
Shanhong (2000) in Parirokh, Daneshgar and Fattahi 2006; Squier and Synman
2004; White 2004; Xiaoping (1999).

Like most social sciences, it is argued that knowledge management as a discipline
is interdisciplinary and due to its complexity, it is addressed by various scholars
(Edvardsson 2003; Swart and Pye 2000). As could be observed from Apistola
(2002), Bhojaraju (2005), Bontis (2000), Bouthillier and Shearer (2002), Coffey,
Eskridge and Sanchez (2004), Edvardsson (2003), Goh (2004), Koenig (1997) in
Bouthillier and Shearer (2002), Liebowitz (2004), Oltra (2005), Prusak (1999),
Sage (2002), Shanks and Tay (2001), Skyrme (2004), Swart and Pye (2002)and
Zaraga and Garcia-Falcon (2003), knowledge management draws its scope, tools,
terminologies and techniques from other disciplines including:
Librarianship;
Library and Information Science;
Information Science/Management;
Human Resources;
Strategic Management;
Management;
Behavioural Science;
Economics;
10

Psychology;
Sociology;
Philosophy;
Information Technology; and
Computer Science.

Given the above scenario, it is only natural that certain aspects of managing
organisational knowledge (tacit and explicit) can be viewed as related, but not
limited to any of the above disciplines.

1.3.2 Significance of the problem
The need to retain organisational knowledge is a well known concern for most
organisations including universities (UniSa 2007). It is in fact argued that the ability
to retain organisational knowledge is a key characteristic for a successful
organisation in the knowledge economy (Sutherland 2005). The magnitude of the
problem is apparent considering the volume of research efforts aimed at
addressing knowledge retention within organisations (AARP 2006; AARP 2007;
Davidson, Lepeak and Newman 2007; Knowledge and Innovation Network 2004;
Lahaie 2005; Pitt-Catsouphes et al., 2007; Queensland Government 2005). Thus,
this research was an effort to retain knowledge (tacit and explicit) within UNZA in
such a manner that it will enhance efficiency and effectiveness in carrying out
University operations based on the established guidelines for a knowledge
management policy to enhance knowledge retention. As such the recommended
guidelines for the policy were seen as a solution that would help mitigate
knowledge loss at UNZA through formally well established practices for knowledge
assessment, acquisition and transfer. Once established, such practices would help
in the preservation of knowledge at UNZA.

The problem was studied in information science basically due to the role of
information professionals/librarians in knowledge management which has become
a reality (Ajiferuke 2003; Anderson 2002). In fact, Skyrme (2004) challenge that:
11

Information professionals must consistently connect to corporate hot buttons and
understand how their output is used to support business objectives and priorities.
Simply serving people who make/ request information from you is insufficient. It
may even be irrelevant, if there is no clear link to a business outcome. Ignore the
strategic thrusts of your organisation and you could find yourself outside it!

Singh (2007) echoes similar sentiments to those expressed by Skyrme (2004)
above as she notes the following:
in the information and knowledgebased society, information professionals are
expected to be more dynamic and competent to deal with the influx of information
and manage organisational information resources and intellectual assets.For
this, information professionals need to develop highly dynamic knowledge
management skills and strategies. They should have a clear understanding of
various knowledge management processes such as knowledge creation, capture,
retention, transfer and sharing, in addition to having the analytical ability to identify
and leverage existing knowledge.

1.4 PURPOSE 0F THE RESEARCH

The purpose of the research was to design guidelines for a knowledge
management policy to enhance knowledge retention at UNZA.

1.4.1 Research Objectives
i. To determine and assess knowledge management/retention policies
by higher learning institutions.
ii. To determine what is being done regarding knowledge retention at
other institutions of higher education, internationally and in Africa.
iii. To establish tools, methods and techniques for knowledge
assessment, acquisition and transfer.
iv. To identify knowledge assessment practices at UNZA.
v. To identify knowledge acquisition practices at UNZA.
vi. To identify knowledge transfer practices at UNZA.
vii. Based on objectives i to vi, to design guidelines for knowledge
retention at UNZA.
12

1.4.2 Research Objectives, Research Questions and Possible Sources of
Data
The research objectives, questions and possible sources of data are summarised
at Appendix I.

1.4.3 Scope, Limitations and Exclusions
The study covered areas of concern necessary for coming up with a knowledge
management policy that focused on knowledge retention. It, therefore, provided an
analysis of emergent trends that call for the need to manage university knowledge
resources. The investigation also proposed components that should be in a
knowledge retention programme. Thus, knowledge retention guidelines and
framework were recommended.

However, this research did not provide an implementation plan for a knowledge
retention programme within UNZA. This was due to the fact that the
implementation of any change management programme like knowledge
management requires time and an understanding of the environment within which
such a programme must be implemented (Gillingham and Roberts 2006). For
Raub and Wittich (2004), implementation of knowledge management requires
aligning the contributions of key organisational actors, promoting the development
of knowledge networks and providing support by delivering a purposeful message.
The understanding also required for knowledge management include
organisational culture and the need for a well established information
communication technology (ICT) infrastructure enablers, that need detailed
investigation (Gillingham and Roberts 2006; Suresh and Egbu 2006).

Issues like knowledge sharing border around organisational culture and thus, are
not easily tackled without establishing, for instance types of communities that exist
within a given institution. Based on a research that investigated key issues for
implementing knowledge capture initiatives in the UK Construction Industry,
Suresh and Egbu (2006) found that the creation of an appropriate culture for
twenty-three of the twenty-six investigated organisations was a challenge. This
13

challenge was mainly due to knowledge-power syndrome, a blame culture,
friction between staff, lack of trust and lack of motivation (Suresh and Egbu 2006).

Similarly, the use of ICTs in universities is wide. As such, when implementing a
knowledge management initiative, one needs to establish the various systems
available and their use before determining the ones that could be more helpful in
knowledge retention programmes. For instance, Gillingham and Roberts (2006)
recommended that when implementing a knowledge programme, the information
technology aspect must, among other issues ensure the following:
Standardise information systems;
Set up knowledge repositories; and
Implement powerful search engines.

In a nutshell, the implementation of a knowledge management initiative demands
the availability of a systematic approach. As proposed by the United Nations
Economic and Social Commission for Western Asia (2003), the following aspects
should be considered as what should constitute an implementation methodology
for knowledge management:
(i) Knowledge vision and strategy;
(ii) Knowledge architecture and content;
(iii) Knowledge infrastructure; and
(iv) Knowledge culture.

Future research could look at the creation of an implementation framework for
knowledge retention within a university.

1.4.4 Significance of the Research
The benefits that were anticipated from the findings of the study were viewed to be
twofold:
the determination of both the actual practices and gaps in the knowledge
retention activities performed within UNZA; and
14

the recommendation of the core aspects that would be required to be
incorporated in the various knowledge retention practices at UNZA in form
of guidelines for the knowledge management policy aimed at enhancing
knowledge retention.
Further, recognising the fact that UNZA is an African university, other African
universities could also benefit if they adapted the recommended knowledge
retention guidelines.

1.5 KEY CONCEPTS

The dissertation was supported by various theoretical concepts which are
described below.

1.5.1 Information
Several writers have endeavoured to define the term information. According to
Lundu (1998:45), information is data, signals, facts, views, opinions, ideas, events,
news of significance, able to influence peoples actions, behaviour and decisions
as they interact with others. The value or relevance of such information is
determined by the recipient who is in a position to utilise it either for personal
benefits or for the benefit of others. Accordingly, Stone (2002:59) and Turban,
Mclean, and Wetherbe (2003:45) indicate that information is data that has been
converted into a form that is meaningful for the accomplishment of some objective.
For Neuman, Bruinsma and Flor (2003):
information is any tagged data, which is discrete, definite, and complete enough to
be treated as an attribute. When you enter a query in your database, the result of
that query is information.

Based on the above, within a university perspective, information can be regarded
as any record (electronic or hardcopy) or peoples expressed ideas of value that
can be processed and accessed by others for their benefit and for the benefit of
the university as a whole. The purpose of such information is to bring about
awareness and facilitate decision-making while conducting university duties.

15

1.5.2 Information Management
According to Choo (1995), information management is the capacity to harness the
organisations information resources and information capabilities to energise
organisational growth. Selvage, Wolfson and Handy-Bosma (2005) emphasise
that information management encompasses data and content management, which
provides a means to access, maintain and manage, analyse and integrate data
and content across various information sources.

For purposes of this dissertation, information management is defined as an activity
that relates to all processes and activities involved in the administration of
information. It refers to how for instance, a university controls, processes, stores
and disseminates its internal and external acquired information for the benefit of
the university.

1.5.3 Knowledge
Davenport and Prusak (1998:5) define knowledge as:
a fluid mix of framed experience, values, contextual information and expert insight
that provides a framework for evaluating and incorporating new experiences and
information. It originates from and is applied in the minds of the knowers. In
organisations, it often becomes embedded not only in documents or repositories
but also in organisational routines, processes, practices and norms.

According to Civi (2000), knowledge is the intellectual capital of a firm. Yet still,
Yang (2004) defines knowledge as:
the boundaries encompassing job related entities (such as operational thoughts,
behaviours, standard operating procedures, organisational routines, and competitor
and customer knowledge) and individuals insights and their past working
experience which is relevant to their current job.

As demonstrated above and viewed from a university perspective, knowledge is an
intellectual asset that involves the state of being informed and the ability to turn
what is known into valuable action aimed at achieving a universitys mission. Such
knowledge includes employees accumulated skills, experience as well as the sum
total of the organisational routines, policies, procedures, best practice, processes
16

and documents within the university which serve as governing rules and point of
references for performing duties.

1.5.4 Explicit Knowledge
Most writers on knowledge management are more or less agreeable that one of
the two broad dimensions of knowledge is explicit knowledge (Sanchez 2005). Kim
(2000) views explicit knowledge as rule-based knowledge that is used to match
actions to situations by invoking appropriate rules. According to Tagger (2005),
explicit knowledge refers to:
knowledge that is learned and is consciously accessible by the holder. It may refer
to knowledge that has been learned through explicit instruction or recitation, or to a
skill acquired through replication.

As provided above, explicit knowledge refers to that type of knowledge that guides
the conduct of duty performance. Within a university perspective, explicit
knowledge includes any formal identified routines, processes, work manuals and
documents that constitute declarative knowledge. Such knowledge aids the
performance of employees in order to achieve efficient and effective operations,
(Morris, Snell and Wright 2006:6).

1.5.5 Tacit Knowledge
The other broad dimension of knowledge is tacit (Sanchez 2005). According to Kim
(2000), tacit knowledge consists of the hands-on skills, best practices, special
know-how, heuristics, intuitions and so on. As for Chisholm and Holifield (2003),
tacit knowledge is silent knowledge with implicit learning involving expertise within
an organisation which has not been written down or formally expressed but is
nevertheless essential to the effective operations of that organisation. Tagger
(2005), views tacit knowledge as a prime characteristic of an expert who can act,
work and make judgments without having to directly reference the declarative
knowledge behind the decisions. The expert works without any explicit theory as to
why they work in that particular way, they just perform skilfully without any serious
deliberation or hesitation.
17

It is evident that tacit knowledge refers to the accumulative know-how that
employees posses based on their past experience. Such knowledge is internalised
within the individual and accounts for the ability to perform a function well without
necessarily having to refer to how such a function must be performed. The
procedure about how to perform such a task is stuck in the memory of the worker.

1.5.6 Knowledge Assessment
According to Musana (2006), knowledge assessment involves asking a
transparent account of the knowledge resources existing in the organisation, with
a view to enable an organisation know the knowledge resources that it possesses
and be able to align its strategic goals with the available knowledge resources.
Dixon (2000) indicates that knowledge assessment is a careful and systematic
examination of an organisation to identify an organisations knowledge resources
and determine how they are being leveraged. Viewed as an audit, Hylton (2002)
defines knowledge assessment as a systematic and scientific examination and
evaluation of the explicit and tacit knowledge resources of a company with a view
to establish threats associated with loss of corporate knowledge or indeed benefits
that accrue from the available knowledge resources.

Within the university perspective and based on the above given definitions, it is
clear that knowledge assessment is an investigation of corporate knowledge
whose aim is to understand and establish an organisations capabilities and related
competencies. Such capabilities and competencies are for purposes of enhancing
and maintaining efficiency and effectiveness within the organisations operations.
Once the organisation understands its abilities, it can ably identify threats to its
core competencies and abilities, and therefore put in place proactive measures to
ensure continuity with effective and efficient operations.

1.5.7 Knowledge Acquisition
Pjb (2001) defines knowledge acquisition as a process whereby enterprises
define, acquire the skills, know-how and strategic intelligence necessary to carry
out day-to-day activities. Based on tacit to explicit knowledge acquisition
18

perspective, Liou (1990) defines knowledge acquisition as the process of
extracting, structuring, and organising knowledge from human experts so that the
problem-solving expertise can be captured and transferred into a computer-
readable form. From a classification perspective of tacit and explicit knowledge,
Soo, Midgley and Devinney (2002), stress that knowledge acquisition involves an
organisations external interactions and internal practices such as employee
interactions, databases systems, and training and development.

Yet still Kidd (1987) in Wagner (1990) and Milton (2003) view knowledge
acquisition as a practice that involves knowledge collection, elicitation, modelling,
analysing, validation and interpreting the knowledge that a human expert uses
when solving problems in knowledge engineering or knowledge management
projects.

As given above, knowledge acquisition refers to mechanisms that enable an
organisation to possess knowledge. It looks at how tacit or explicit knowledge is
made available within the organisation.

1.5.8 Knowledge Transfer
According to Newman and Conrad (1999), knowledge transfer refers to activities
associated with the flow of knowledge from one party to the other. This includes
communication, translation, conversion, filtering and rendering. Lochhead and
Stephens (2004) stress that Knowledge transfer refers more specifically to
processes that achieve the effective sharing of knowledge among individuals,
business units, departments or even different branches. As presented by Bou-
Llusar and Segarra-Cipres (2006:105), knowledge transfer refers to the exchange
of knowledge between units within a firm (internal transfer) or between different
firms (external transfer).

As provided above knowledge transfer refers to how knowledge flows in
organisations, departments or indeed sections and units. Such knowledge flows
19

may entail interactions of individuals or indeed an individual making reference to
codified knowledge.

1.5.9 Knowledge Retention
According to Newman and Conrad (1999), knowledge retention includes all
activities that preserve knowledge and allow it to remain in the system once
introduced. DeLong (2004:23) indicates that knowledge retention consists of
three activities knowledge acquisition, storage and retrieval, where:
Knowledge acquisition describes the practices, processes and routines used to
move knowledge into a state where it is kept available for future use. Storage
represents the processes and facilities used to keep knowledge and information,
[and] retrieval includes behaviours, routines, and processes used to access and re-
use information and knowledge

To Kull (2005), knowledge retention is:
a subset of knowledge management and is a process whereby an organisation
uses its collective intelligence to accomplish its objectives [by] managing the social,
cultural, and technological environment where information, expertise and insight
converge [and] learning from others through systematic, enterprise-wide
approaches, exploiting ways to share and re-use existing knowledge, exploring
ways to recombine knowledge to discover best practices and innovate better
practices and transforming knowledge among tacit, implicit, and explicit forms.

Based on the above definitions, knowledge retention can be defined as an activity
directed at retaining and making available valuable knowledge necessary for
sustaining operations efficiently and effectively. It also serves as a mechanism for
reducing errors, inefficiencies, redundancies, re-inventions and minimising costs
associated with knowledge loss.

1.5.10 Knowledge Management
Knowledge management is a management approach, interdisciplinary in nature
and has various facets as its definition depending on ones background. There is
however, consensus on its purpose as that of effective utilisation of knowledge for
improved organisational performance (Hinton 2003).
20

According to Newman and Conrad (1999), knowledge management is a discipline
that seeks to improve the performance of individuals and organisations by
maintaining and leveraging the present and future value of knowledge assets.
Bhojaraju (2005:37) defines KM as the process of gathering, managing and
sharing employees knowledge capital throughout the organisation. Still, Lahaie
(2005) views KM as creating and maintaining the optimum environment to retain
corporate knowledge. Based on its integrative nature, Hinton (2003) defines
knowledge management as a collective term for the facilitation of improvements to
an organisations capabilities, efficiencies and competitive advantage through the
better use of its individual and collective knowledgeresources.

Knowledge management is an integrated approach to manage both tacit and
explicit knowledge for purposes of meeting desired organisational goals. The
knowledge is strategically leveraged to enhance performance in organisational
operations.

1.6 RESEARCH APPROACH AND DESIGN

This section briefly addresses the research story as employed in this study.
Chapter three of this study has been devoted to show a detailed report of the
research methodology employed in this study.

1.6.1 Research Approach
Research approaches can be distinguished in many ways and one such feature
used to distinguish research is by classifying it as either quantitative or qualitative
(Myers 1997). Thus, for the purpose of this study, a mixed research approach
(mixing both qualitative and quantitative research approaches) was employed. The
rationale behind the use of qualitative research on one hand and as a motivation
for this dissertation is best described by Anderson and Arsenault (1998:119,134)
as follows:
Qualitative research is a form of inquiry that explores phenomena in their natural
settings and uses multiple methods to interpret, understand, explain and bring
meaning to themQualitative research accepts that people know themselves best
21

and can describe, interpret and talk about their own environment. It is an inductive
form of inquiry that accepts the researcher as the main data collection instrument
and acknowledges that he or she is attached to a set of baggage that shapes and
informs the researchers opinions, attitudes and ways of looking at phenomena and
interpreting findings. It is also a form of research concerned with the context.
Understanding the research environment and all its political, social, psychological,
economic and cultural dynamics is vital to producing rich, useful, valid findings.

The use of qualitative research methods are a dominant feature in knowledge
management. Citing Peshkin, Leedy and Ormond (2001), Squier and Snyman
(2004) indicate that qualitative research methods serve among other purposes the
following:
they can reveal the nature of certain situations, settings, processes,
relationships, systems or people;
they enable the researcher to gain insights about the nature of a particular
phenomenon, develop new concepts or theoretical perspectives about the
phenomenon and discover the problems that exist within the phenomenon;
they allow a researcher to test the validity of certain assumptions, theories
or generalisations within real-world contexts; and
they provide a means through which a researcher can judge the
effectiveness of particular practices or innovations.

On the other hand, quantitative research was considered for this study based on
the understanding that it provides high level measurement precision and statistical
power (Matveev 2002). For instance, this study used a survey method to solicit
information on various knowledge retention challenges and stemming practices
which were necessary to verify statistically.

Research that blends both qualitative and quantitative approaches is called mixed
research (Johnson and Christensen 2004). In view of the above virtues associated
with qualitative and quantitative research approaches, their blending has been
seen as an option that seeks to minimise on their individual short-comings and
22

enhance confidence levels for the research findings (Creswell 2003; Johnson and
Christensen 2004; Matveev 2002).

1.6.2 Research Design
There are many qualitative and quantitative research designs including: action
research; grounded theory; ethnography; phenomenology and case studies,
(Myers 1997; Tellis 1997; Hancock 2002). However, this research employed the
case study design and according to Key (1997), case studies are:
detailed investigations of individuals, groups, institutions or other social unitsa
case study attempts to analyse the variables relevant to the subject matter. The
principle difference between case studies and other research studies is that the
focus of attention is the individual case and not the whole population cases. in a
case study the focus may not be on generalisation but on understanding the
particulars of that case in its complexity.

Hancock (2002) also supports the views expressed by Key (1997) above and
observes that the value of case studies is seen through its ability to facilitate for in-
depth analysis of the study unit. Further, Hancock (2002) stresses the fact that
case studies offer a richness and depth of information not usually offered by other
methods.

Case studies have been used to study different issues in universities. For instance,
Tellis (1997a) informs of a case study conducted at Fairfied University to assess
the introduction of information technology in the University. Similarly, knowledge
management research also involves case studies as research designs (Basu and
Sengupta 2007; Nguyen, Smyth and Gable 2004).

1.6.3 Data Collection Methods
Qualitative case studies make use of different methods for data collection. The
data collection methods include among others the reviewing of documents,
interviews, as well as direct and participant observation (Britten 1995; Creswell
2003:179; Marshall and Rossman 1995; Tellis 1997). In this dissertation, the mixed
method approach was used to enhance the validity of the study. However, the
23

qualitative paradigm was dominant (Creswell 2003). Thus, the following data
collection methods were used:
i. Review of documents/literature;
ii. Interviews; and
iii. Questionnaire.

1.6.3.1 Document/Literature Review
Document review also referred to as, documentation (Tellis 1997b; Hancock 1998)
or literature survey (Singh 2007) is the analysis of published and unpublished
documents, company reports, articles and memos of relevance to the issue being
investigated. The rationale for such an analysis is to establish patterns of interest
within the area of study (Tellis 1997a; Myers 1997). Thus, in this study at the
University of Zambia, reviewed documents served as sources of information for the
following objectives of the study:
i. Determination and assessment of other knowledge
management/retention policies by other institutions;
ii. Determination of what is being done regarding knowledge retention at
other institutions of higher education, internationally and in Africa; and
iii. Establishment of tools, methods and techniques for knowledge
assessment, knowledge acquisition and knowledge transfer.

Given the above objectives, literature analysis provided a reference point for
purposes of comparison in available knowledge management and retention
practices for UNZA, other learning institutions and other organisations. Similarly,
literature analysis also helped compare the following practices:
(a) Knowledge assessment;
(b) Knowledge acquisition; and
(c) Knowledge transfer.

1.6.3.2 Interviews
In order to identify UNZA practices on knowledge assessment (including loss of
critical knowledge), knowledge acquisition, and knowledge transfer, face-to-face
24

structured open-ended interviews were used for data collection. According to GAO
(1991), structured interview as a data collection instrument (DCI), involves
evaluators asking the same questions to numerous individuals or individuals
representing numerous organisations in a precise manner. In addition, where
structured interviews are open ended, they offer the ability to gather, spoken
ideas, information, and opinions from participants and is best suited for small
samples of respondents (Monroe 2007).

Thus the use of structured open-ended interviews was chosen to ensure
consistence in the data collected. An interview guide was created where questions
relating to the study objectives were raised. The advantages of using an interview
guide as suggested by Nguyen, Smyth and Gable (2004) include study reliability
while the freedom to pursue unexpected themes capitalises on the strengths of the
case study.

In this study, the data for the following objectives were gathered through interviews
(see Table 1):
i. To identify knowledge assessment (including loss of critical
knowledge) practices at UNZA;
ii. To identify knowledge acquisition practices at UNZA; and
iii. To identify knowledge transfer practices at UNZA.

1.6.3.3 Questionnaire
Questionnaires are another data collection tool in both qualitative and quantitative
research (Johnson and Christensen 2004). Thus, for purposes of further
determining whether UNZA employees (Lecturers) were involved in one way or
another, in knowledge assessment, knowledge acquisition, and knowledge
transfer, a questionnaire was administered to Lecturers.

After the literature analysis, conducting of interviews and the administration of the
questionnaire, comparisons and analyses of findings based on the objectives of
the study were made. It was from the comparisons and findings that similarities
25

and gaps on what was investigated as in the objectives of the study were identified
and consequently used to design guidelines for a knowledge retention policy to
enhance knowledge retention at UNZA.

1.6.4 Unit of Analysis
The units of analysis for this study were senior management staff and Lecturers.
While senior management staffs were interviewed, data was collected from the
Lecturers using questionnaires.

1.6.5 Study Case
The study area was UNZA. Besides the central administration, UNZA has nine
Schools and three Directorates. In addition, there are other support units like the
Library, the Technology Development and Advisory Unit and the Clinic.

1.6.6 Sampling Procedure and Study Sample
According to Marshall and Rossman (1995), well developed sampling decisions
are crucial for any studys soundness. Creswell (2003:185) notes that the idea
behind qualitative research is to purposively select participants or sites (or
documents or visual materials) that will best help the researcher understand the
principles and research questions Since this study employed mixed methods
research, the sampling methods used for this study were purposive sampling and
stratified random sampling.

Purposive sampling is a non-parametric sampling technique in which the
researcher purposefully identifies respondents as sources of data. The rationale for
using purposive sampling is to select key informants deemed to have information
on what the study is trying to address. According to TESOL (2007) case study
research usually utilises purposive sampling. Interviews were held with senior
management staff deemed to be relevant to the study (See Table 3.2).

Stratified random sampling involves the division of a population into mutually
exclusive groups (called strata) and then, using either a simple random sample or
26

a systematic sample, a desired number of participants is selected from each
stratum (Johnson and Christensen 2004:207). Thus, for the questionnaire, a list of
Lecturers was obtained from the Computer Centre. Based on the list, lecturers
were picked from the various schools using stratified random sampling.

1.7 ORGANISATION OF THE DISSERTATION

This dissertation has six chapters. Chapter One which is the introduction presents
the background to the study, statement of the problem, the purpose of the
research, theoretical concepts used in the study as well as the research approach,
design and methodology used in the dissertation.

The second chapter is a detailed presentation of the need for knowledge retention.
It sets out by presenting the value of knowledge in organisations, approaches that
can be used to manage knowledge and further presents proposed components of
a knowledge management policy with focus on knowledge retention. The
components include:
Knowledge assessment;
Knowledge acquisition; and
Knowledge transfer.

The chapter further presents an analysis of drivers for knowledge retention and
provides examples of university operations in which knowledge management has
been utilised. Examples of knowledge management policies and strategies
adopted in both the corporate sector organisations and universities are also
presented. The third chapter presents a detailed research approach and design.

The fourth chapter presents the actual case study in form of findings of the study at
UNZA. The fifth chapter presents an interpretation and discussion of the findings in
relation to the aim and objectives of the study. The sixth chapter constitutes the
recommendations in form of guidelines and a framework for a knowledge
management policy to enhance knowledge retention at UNZA. The chapter also
provides the summary of the study and suggestions for future research.
27

1.8 SUMMARY OF CHAPTER ONE

This chapter provided an overview of the dissertation. It also provided the context
within which the study was determined. It also presented the problem for the study,
the aims and objectives, definitions of key concepts used, and an overview of the
research design and methodology used in the study. Finally, the chapter provides
an insight of the other chapters that constitute the dissertation.

The next chapter, Chapter Two, presents justification for retaining organisational
knowledge and analyses practices for a knowledge management policy with focus
on enhancing knowledge retention. The chapter also presents examples of
knowledge management and retention policies and strategies in universities and
other institutions.
.

28

CHAPTER 2

A SITUATIONAL ANALYSIS OF THE COMPONENTS, DRIVERS,
POLICIES AND STRATEGIES FOR KNOWLEDGE RETENTION IN
SELECTED UNIVERSITIES AND OTHER INSTITUTIONS

2.1 INTRODUCTION

This chapter has three sections. The first section endeavours to show the strategic
importance of managing knowledge in organisations. It tries to show that
knowledge is not only managed for its sake but to foster operational benefits. The
section sets out by stressing the value of knowledge within an organisation and the
different approaches used in its management. It then provides a review of
proposed components of knowledge retention.

The second section presents the rationale behind the retention and management
of knowledge in organisations in general and universities in particular. It first
endeavours to show the drivers of knowledge retention and cites institutions that
have knowledge retention and management programmes.

The third section presents the rationale for creating policy as a way of effecting
control and providing direction on efforts to manage knowledge. A review of
knowledge retention for various institutions is also provided.

2.2 THE VALUE OF KNOWLEDGE

In the beginning there was land, labour and capital for business sustenance (Hans-
Dieter 2002; Hoffman 2005). Then the importance of information came along,
(Symons 2004). Now it is knowledge! (Mohrman and Finegold 2000). From time
immemorial, knowledge has been an input in every organisational process.
However, what has been lacking was a formal recognition of ways to explicitly
29

manage knowledge as a resource (United Nations Economic and Social
Commission for Western Asia (UNESCWA) 2003). Through mans quest for
advancement came the knowledge economy. In the knowledge economy,
organisations are faced with many challenges as noted by DeNisi, Hitt and
Jackson (2003):
In the twenty-first-century landscape, firms must compete in a complex and
challenging context that is being transformed by many factors, from globalisation,
technological development, and increasing rapid diffusion of new technology, to the
development and use of knowledge This new landscape requires firms to do
things differently in order to survive and prosper.

As a solution to the above challenges, DeNise, Hitt and Jackson (2003) stresses
the indispensability of managing knowledge-based resources as a source of
competitive advantage, as observed below:
many jobs require people to think, plan, or make decisions, rather than to lift,
assemble, or build. This kind of work requires both tacit and explicit knowledge
and the ability to apply that knowledge to work.

Knowledge based resources include all the intellectual abilities and knowledge
possessed by employees, as well as their capacity to learn and acquire more
knowledge. Thus knowledge-based resources include what employees have
mastered as well as their potential for adapting and acquiring new information. For
several reasons, these resources are seen as being extremely important for
sustaining competitive advantage in todays environment.

Still re-emphasising the value of knowledge, Mohrman and Finegold (2000) cite BP
Amoco, the U.S Armys Centre for Army Lessons Learned and Hewlett-Packard as
organisations that have utilised and appreciated the value of knowledge as a
competitive resource. Based on these examples, Mohrman and Finegold (2000)
contend that:
In todays highly charged competitive environment, companies have to make their
knowledge count. They cant afford to recreate the same knowledge over and over
again in different parts of the organisation. They have to link their employees to the
best knowledge available - and then apply their talents to generate and use
knowledge in ways that keep the company out in front.
30

The above value placed on knowledge is also echoed by Morley (2007). Following
the above argument, the value of knowledge in organisations is therefore, a matter
of concern for most institutions. This is very true for learning institutions where
most of the functions performed are knowledge-intensive as opposed to physical
strength (Dewe and Wright 2007; Tippins 2003:339). There is a definite benefit for
having a focused attention to managing organisational knowledge. For instance,
Mohrman and Finegold (2000) argue that:
Managing knowledge effectively has a clear pay-off in the form of increased
organisational effectiveness. investment in knowledge management activities
results in greater effectiveness in generating and incorporating knowledge and in
making improvements to the way the company functions. Knowledge management
activities enhance the ability of the company to embed knowledge in its products
and processes and continually increase the overall company capability. Units that
better incorporate and generate new knowledge and apply and incorporate
knowledge in improved processes have higher levels of overall business
effectiveness (including financial and competitive performance, customer
satisfaction, speed and quality).

As determined by North and Hornung (2003), managing knowledge in an
organisation has obvious, possible benefits in form of improvements to business
processes, employee and customer satisfaction. They also indicate that, to some
extent, financial benefits are also possible in terms of higher market shares,
increased sales, a better analysis of risks and a reduction of administration costs.
However, at the time of their study in 2002, it was difficult to determine the financial
benefits as the studied organisations were not yet familiar with valuation of
Knowledge management activities (North and Hornung 2003). In the domain of
business processes (North and Hornung 2003), the benefits for managing
knowledge are visible in form of:
Acceleration of processes and better transparency of knowledge;
The reduction of errors;
Avoidance of redundancies;
Time saving in doing routine work; and
A better re-use of internal knowledge.
31


On benefits relating to employee satisfaction, North and Hornung (2003) point out
the following:
Improved team work;
Increased motivation;
Shorter training periods;
Development of competence;
Increase of personal market value; and
Enhancement of personal knowledge.

In summation, Dewe and Wright (2007) suggest that managing knowledge in a
university has the following benefits:
More informed decision-making;
Avoiding wasteful duplication of resources;
Avoiding loss of commercial opportunity, and loss of knowledge when
staff exit;
Increasing accessibility to the organisations recorded internal
knowledge;
Improving information literacy of researchers, learners and
administrators;
Increasing the discovery, transmission and use of recorded
knowledge (learning); and
Increasing the dissemination of new knowledge (research).

2.3 APPROACHES TO KNOWLEDGE MANAGEMENT

Having presented the value of managing knowledge, it is also befitting to discuss
how knowledge can be managed. There are two broad categories of knowledge,
namely tacit and explicit (Tagger 2005). This broad categorisation of knowledge
also forms the basis upon which most organisations introduce knowledge
management programmes (UNESCWA 2003; Gordon et al., 2000).
32


Organisations that approach knowledge management with a view to manage
explicit knowledge in most cases adopt information technology (IT) to drive the
programme. On the other hand, those that focus on managing tacit knowledge, use
social interaction mechanisms to ensure the transfer of knowledge among
employees. Where the knowledge management programme is integrated, both IT
and human interactive techniques for encouraging knowledge sharing are
implemented (North and Hornung 2003). This form of categorising approaches to
knowledge management is sometimes referred to as codification and
personalisation approach (Ancori, Bureth and Cohendet 2000; Sanchez 2005;
Sorensen and Snis 2001; Ubon and Kimble 2002).

Depending on the needs to be addressed, an organisation may choose to
introduce a knowledge management programme to manage either explicit or tacit
knowledge respectively. However, other organisations possess integrated
approaches where both tacit and explicit knowledge are managed (North and
Hornung 2003). This assertion is also supported by a study on knowledge
management methodology conducted by UNESCWA (2003). According to the
UNESCWA study, most knowledge management initiatives fall in the following
categories:
Best Practices: aimed at obviating the need to re-invent the wheel
when effective solutions to problems or how to perform certain
function already exists;
Virtual communities of Practice: aimed at establishing groups of
people who share problems and have common interest;
Portals: act as point of access for retrieving organised knowledge.
Human resources management support: concerned with the
management of tacit knowledge; and
ICT based tools: aimed at speeding presentation of accurate
knowledge for knowledge sharing.
33

The above initiatives as determined by UNESCWA (2003) in its study are in line
with the approaches that can be used to initiate a knowledge management
programme in an organisation.

2.4 THE COMPONENTS OF KNOWLEDGE RETENTION

There are many scenarios that have been cited as the rationale for the retention of
organisational knowledge. Among such scenarios as viewed by Brewster,
Chiravegna and Wilkis (2001); Corredoira and Rosenkopf (2006); Morgan,
Doyleand Albers (2005) and Sowunmi et al., (1996) include:
Organisations lacking formal programmes meant to create a reservoir
for explicit knowledge also referred to as organisational memory that
support work performance and decision making;
Mobility of generation X and Y workforce causing increased turnover
which has been associated with operational relevant knowledge loss;
and
The ageing workforce, a cadre of knowledgeable workers whose
departure from a given workforce has been recognised as a threat to
operational efficiency and effectiveness.

Although the need to manage organisational knowledge has emerged, many
knowledge retention methodologies have been proposed and implemented
(Knowledge & Innovation Network 2004; OhioEPA 2006; TVA 2005; Wright 2006).
For purposes of this research and as a way of retaining university knowledge,
knowledge assessment, knowledge acquisition and knowledge transfer are
considered vital components that need integration for a successful organisational
knowledge retention programme. This is also consistent with DeLongs (2004)
knowledge retention strategy and Jarrars (2002) findings while looking at best
practice in knowledge management.



34

2.5 KNOWLEDGE ASSESSMENT

All organisations possess knowledge bases in form of tacit and explicit knowledge
(DeLong 2004). However, mere possession and accumulation of knowledge does
not guarantee organisational performance (Soo, Midgley and Devinney 2002:4).
Thus it is vital that in order to manage knowledge, organisations must seek to
assess and identify what they know and ascertain such capabilities as they foster
their ultimate organisational performance (Henczel 2000:4). Such an assessment
is viewed as the first step in knowledge management (Henczel 2000; Liebowitz et
al., 2000). This view is equally supported by Jarrar (2002:324) who undertook a
best practices survey in knowledge management by systematically analysing
literature and forty case studies of organisations that claimed to have successful
knowledge management initiatives. Based on the analysis, it was apparent that as
an initial stage, an organisation must identify its knowledge assets as a first step
to develop plans for acquiring, retaining, building and leveraging those assets on a
continuous basis (Jarrar 2002: 324). In practice, organisational knowledge
assessment reveals itself in many forms including an assessment of organisational
capabilities based on work processes, performing workforce planning and
conducting an audit of organisational knowledge.

While knowledge assessment can facilitate effective management of organisational
knowledge, not all knowledge is worth managing and therefore, the need to assess
for critical knowledge in a firm arises (Ermine, Boughzala and Tounkara 2006:129).
In fact, with focus on knowledge retention, Kelleher (2006) points out that the
assessment of key knowledge areas could either be domain specific, procedural,
or indeed, social. This argument is practically supported by the Tennessee Valley
Authoritys (TVA) knowledge assessment methodology. The methodology includes
a knowledge loss risk assessment based on the faced challenges including among
others, impending loss of critical specialised knowledge (TVA 2005). Focused on
tacit and explicit knowledge loss, the knowledge loss risk assessment at TVA is
based on position risk assessment where retirement and position risk factors are
assessed. The retirement risk factor considers projected retirement age while the
35

position risk factor knowledge loss assessment is based on the value placed on
the identified knowledge to the organisation. Combining the retirement risk factor
and the position risk factor, the criticality of knowledge loss that will demand
attention to manage attrition is calculated. The resulting total attrition factor will
determine the effort to manage attrition. TVAs approach helps in identifying at risk
knowledge and assesses such a risk by employing various aids and tools which
answer three fundamental questions:
1. Specifically what knowledge is being lost? (What).
2. What are the business consequences of losing each item of
knowledge? (So what).
3. What can we do about each item? (Now what).

Additionally, the above fundamentals are complemented by an annual survey that
determines staff attrition.

2.5.1 Organisational Capabilities Assessment
Meeting organisational objectives efficiently and effectively through enhanced
operational/work processes has dominated most business related research
especially that concerned with improving organisational performance through
improved operational processes (Consultas 2007; Rushcliffe Borough Council
2005).

Operational processes are considered as one of the repositories of explicit
organisational knowledge, representing it as a building block for organisational
capability (Dosi, Faillo and Marengo 2003). Thus one way of assessing
organisational knowledge is carrying out a work process evaluation whose end
product includes a knowledge mapping (Perez-Soltero et al 2006). Dosi, Faillo and
Marengo (2003) argue that within an organisation, individual employee knowledge
builds into organisational routines which in turn form organisational capability.
Organisational capability refers to how work gets done in an organisation. It entails
ensuring that work processes that form a functional organisation, that is, an
36

organisation viewed through its core functions, in which knowledge is generated
and applied are documented.

Romhardt (1997) stresses the need to make explicit an organisations core
operational processes rather than depending on individuals mastery capacity for
operational procedures. Such an approach to knowledge assessment represents a
best practice for knowledge retention given the established high mobility of
knowledge workers. Documented or mapped operational procedures can reduce
the learning period and thus enable new staff to become efficient and effective in
carrying out their tasks.

According to Rothwell (2004), process documentation in form of flowcharts or
procedure manuals as knowledge reservoirs are helpful in transferring knowledge
from a more experienced to a less experienced person.

2.5.2 Workforce Planning
In order to mitigate the challenges brought about by changing workforce
demographics, most organisations have employed workforce planning activities
(American Public Power Association 2005). The Australian National Audit Office
(2005) defines workforce planning as a continuous process of shaping the
workforce to ensure it is capable of delivering organisational objectives now and in
the future. The use of workforce planning in organisations is also as a result of the
recognition that organisational performance can only be achieved when the right
people with the right knowledge, skills and behaviours are deployed appropriately
throughout the organisation (Braintree District Council 2006). Thus the Sandwell
Metropolitan Borough Council (2006) notes that workforce planning facilitates the
assessment of the present workforce qualifications, skills and knowledge and plan
for future workforce demands in delivering better services.

According to the University of New England (2002) and The Australian National
Audit Office (2005), the purpose of workforce planning includes the following:
37

identifying future workforce needs and capabilities (including skills,
knowledge and expertise) as derived from the Strategic Plans;
developing priorities and cross-linkages between the Strategic Plans
and the Operational Plans;
an analysis of current staff numbers and capabilities;
an analysis of available and projected funding levels;
identifying the gap between current and future workforce needs;
developing workforce plans, outlining the strategies that will be
implemented in order to progress from the current situation to the
future forecasted situation;
monitoring and updating workforce plans on a yearly basis as part of
the areas operational planning;
identification of strategic direction and organisational capabilities
needed to deliver (for example needed workforce and dimensions of
the workforce to support the achievement of the organisations
desired capability); and
workforce characteristics and competencies for purposes of
identifying workforce planning issues.

In other words, workforce planning aims to accomplish the mission of an
organisation such as a university (University of Albert 2007):
How many and what types of jobs are needed in order to meet the
performance objectives of the university?
How will the university develop worker skills?
What strategies should the university use to retain these skills?
How have retirements, reductions in workforce, and/or hiring freezes
affected your faculties ability to get the work done?

Notable among the universities that use workforce profiles and undertake
workforce planning include the University of California (2000), the University of
38

New England (2002), Charles Darwin University (2006), the University of Tasmania
(2007), the UniSA (2007) and the University of Alberta (2007).

The University of New England in its Workforce Planning Policy (2002) shows that
for workforce planning activities, Faculties/Schools and Divisions/Groups need to
consider the existing staff profile in terms of the following:
skills, knowledge and expertise of existing staff (for example
functional/operational skills, scholarships and professional practice,
leadership and management, generic workplace skills);
current workload allocation and job design;
critical positions/functions/skills/knowledge/expertise;
possible staff movements (including retirement and pre-retirement,
secondment, transfers); and
staff numbers, classification mix, age, gender, diversity,
permanent/fixed term/casual staff ratios.

In order to arrive at a desired workforce profile, workforce planning must be a
systematic approach, viewed as a natural follow-up to the organisations strategic
planning process (American Public Power Association 2005).

There are many benefits associated with workforce planning as a knowledge
assessment tool. For instance, one of the outcomes of a workforce planning
process as stressed by Employers Organisation (2004) is the provision of a base
upon which workforce development plans can be developed. Such plans may
provide direction on how an organisation could, for instance, as argued by
Employers Organisation (2004):
recruit, support, develop and retain the employees it needs for the future. The Plan
should also set out where employees will need to move to new jobs to meet
changing needs and priorities.

The New South Wales Premiers Department Public Employment Office (2003)
indicates that workforce planning has become critical as a mechanism for
39

managing the generational change taking place in the workforce. For Crawford
(2001), workforce planning as a knowledge assessment tool benefits organisations
by providing managers with a strategic basis for making human resource
decisions and allows them to predict and prepare for change, while providing
strategies addressing current and future workforce issues.

On the other hand, workforce planning may help to achieve high performance as a
result of the interaction of people, process and technology, which are perceived as
enablers to high performance and accountability.

Given the above benefits, and based on Idaho Division of Human Resources
(2004), one may conclude that workforce planning is a response to higher
retirement turnover, coupled with natural attrition, which causes significant loss in
workforce skill and knowledge.

2.5.3 Knowledge Auditing
One way an organisation can assess and identify its knowledge as a
recommended best practice for knowledge management initiatives is by
conducting a knowledge audit (Choy, Lee and Cheung 2004). Accordingly, Hylton
(2002:1) defines a knowledge audit as a systematic and scientific examination and
evaluation of the explicit and tacit knowledge resources of a company. The author
contends that such an assessment reveals the risks and opportunities faced by
the organisation with respect to corporate knowledge Hylton (2002:1).

The National Electronic Library for Health (NeLH) (2005) indicates that there are
several approaches for conducting a knowledge audit including:
Identifying knowledge needs;
Drawing up a knowledge inventory;
Analysing knowledge flows;
Creating a knowledge map;

The four approaches as argued by NeLH (2005), involve the following:
40

(a) The identification of knowledge needs is concerned with vividly creating an
understanding of the knowledge requirements for achievement of
organisational goals and objectives. Techniques used to arrive at this
understanding include one or a combination of group discussions,
questionnaire - based surveys and interviews.
(b) The knowledge inventory on the other hand seeks to identify and locate
knowledge assets or resources throughout the organisation. It involves
counting and categorising the organisations explicit and tacit knowledge
(NeLH 2005). Considering explicit knowledge, the inventory will look at:
Available knowledge in terms of numbers, types and categories of
documents, databases, libraries, intranet websites, links and
subscription to external resources;
The location of the knowledge within the organisation;
The organisation and accessibility of knowledge resources;
The relevance, appropriateness, quality and reliability of the
knowledge resources; and
The actual usage of such knowledge resources.

With an understanding that 80% to 90% of corporate knowledge is tacit
based, Hylton (2002:7) indicates that an inventory based on tacit knowledge
should focus on the following indicators:
Number and categories of workers;
The location of organisational workers in terms of departments and
teams;
Job types and levels;
Formal academic and professional qualifications;
Core knowledge skills and experience; and
Future potential, for example, job training, learning and development.
(c) The analysis of the knowledge flow seeks to provide a guide on how the
available organisational knowledge moves from one place to the other.
Such an analysis as argued by the NeLH (2005), will enable the
41

identification of knowledge gaps, knowledge duplication, highlighting good
practice, blockages and barriers to knowledge flow and usage, and
ultimately indicate the need areas where knowledge management efforts
should be focussed. Thus, the knowledge flow analysis looks at both tacit
and explicit knowledge by examining people, processes and systems.
(d) The last aspect as proposed by the NeLH (2005) is the creation of a visual
representation of an organisations knowledge, indicating the available
knowledge in the organisation and how it moves from one point to the other.
This technique is called knowledge mapping. According to Speel et al.,
(1999) in Ermine, Boughzala and Tounkara (2006:129):
Knowledge mapping is defined as the process, methods and tools for
analysing knowledge areas in order to discover features or meaning and to
visualise them in a comprehensive, transparent form such that the business
relevant features are clearly highlighted.

Ermine, Boughzala and Tounkara (2006:130) indicate that there are several
methods that can be used for knowledge mapping, among others include Global
Analysis METHodology (GAMETH), and M3C Methodology which they (Ermine,
Boughzala and Tounkara 2006) used in Hydro Quebec Company.

Practically validated, Choy, Lee and Cheung (2004) informs of their knowledge
audit methodology employed at Hong Kong Dragon Airlines Limited. The
methodology consists of three steps. Firstly, it looks at knowledge management
culture assessment, whose objective is to review the culture readiness of
launching KM initiatives (Choy, Lee and Cheung 2004:70). Secondly, an in-depth
interview is carried out where interviewees are requested to pronounce their
knowledge, expertise and skills relevant for their duties performed and as well as
identifying knowledge sources. This step culminates into a knowledge inventory.
The final step is a knowledge flow analysis using knowledge mapping and social
network analysis.

42

In conclusion, Hylton (2002:9) insists that knowledge audit (assessment) is not an
option when deciding to manage knowledge but it is an essential component which
accounts for the success of any knowledge management initiative.

2.6 KNOWLEDGE ACQUISITION

Learning or knowledge acquisition in organisations falls within two broad streams.
These are the explicit to tacit on one hand, and the tacit to explicit mode on the
other. The explicit to tacit stream as one form of organisational learning is usually
represented by the training and development efforts within an organisation. The
tacit to explicit form of organisational learning/acquisition is usually represented by
the organisational memory creation efforts of an organisation (Poulymenakou,
Cornford and Whitley 1990).
The study of knowledge acquisition in organisations has in most cases been
associated with organisational problem solving and work performance or indeed
operational/process enhancements (Cheah, Rashid and Abidi 2003; McCall 2006;
Poulymenakou, Cornford and Whitley 1990; Soo, Midgley and Devinney 2002).
While looking at organisational problem solving, Poulymenakou, Cornford and
Whitley (1990) suggest that not only does knowledge acquisition facilitate
documentation of past problem solving cases for future reference, but it is equally
an enabler of problem visualisation and a support mechanism for the individuals
handling a given scenario. Poulymenakou, Cornford and Whitley (1990) argue that
the above is possible as organisational knowledge is found in many agents
usually not easily available when required for problem solving, a situation that
requires knowledge acquisition to provide means for incorporating knowledge
available in different parts of organisations thus providing managers with different
perceptions of the issues they are considering in every occasion.

Based on the above consideration, it is safe to argue that not only is knowledge
acquisition a vital requisite in organisational problem solving, but it is equally
important for sustaining organisational operations. In fact, Lyles and Salk (2006:14)
43

empirically established the existence of a positive relationship between knowledge
acquisition and organisational performance vis--vis business performance and
building employee competencies.

McCalls (2006) knowledge acquisition model indicates that there are two ways in
which organisational knowledge is acquired. These are declarative knowledge
acquisition and procedural knowledge acquisition. He argues that declarative
knowledge acquisition occurs when individuals perform their work by either
referring to an example or written rules, thus encoding this declarative knowledge
into declarative memory resulting into declarative knowledge acquisition. On the
other hand, the author argues that perpetuated use of declarative knowledge
results into procedural knowledge acquisition.

Analysing McCalls (2006) model of knowledge acquisition, the interaction between
explicit and tacit knowledge becomes clear. Such interactions can be related to
Nonakas (1994) theory of organisational knowledge creation. The author contends
that the concept of organisation knowledge creation is much more encompassing
than that of organisation learning. The author further argues that the concept of
learning, that is, knowledge acquisition can only be likened to one of the four (4)
models of knowledge conversion called internalisation, where explicit knowledge
is converted into tacit knowledge.

Nonakas internalisation model, is consistent with Argyris (1994) views in Tsai and
Lee (2006). The author indicates that two (2) types of learning exist in
organisations namely single loop and double loop learning. While the former is
concerned with one-dimensional learning where, for instance, an individual might
be required to understand an operating standard procedure, the latter is concerned
with not only understanding the operating procedure but also why such procedure
must be understood. Tsai and Lee (2006:60) stress that such an approach to
learning facilitates critical thinking and evaluation.

In a nutshell, in order to enhance effectiveness in work performed, employees
44

must consistently update the knowledge they have learned, in order to go further
and create better knowledge to perform their jobs (Tsai and Lee 2006:60). To this
end, Tsai and Lee (2006:60) claim that failure to utilise acquired knowledge, that is,
learned concepts into real work situations, may explain why most organisations
have failed to succeed. This view is in support of Soo, Midgley and Devinney
(2002) who examined the relationship between knowledge acquisition, problem-
solving capability, new knowledge creation and firm performance, and deduced
that a positive relationship between knowledge acquisition and firm performance
exists.

While the above has focused on the acquisition of knowledge from explicit to tacit
perspective, research in computer science, information systems and artificial
intelligence in particular addresses the issue of knowledge acquisition based on
the tacit to explicit knowledge acquisition perspective (Kang and Lau 2002; Liou
1990; Liou 1992; Wagner 1990). Liou (1990:213) indicates that the process of
knowledge acquisition has three main components namely:
Participation of human resources (domain experts, knowledge
engineers, users and managers, each with a different role to play);
Knowledge elicitation techniques; and
A structured and systematic approach to performing the knowledge
acquisition task.

Liou (1992:59) stresses that while the knowledge engineers are concerned with the
elicitation of the required knowledge domain from the experts who should be
determined by experience and practice within the required knowledge domain, the
knowledge engineers are equally responsible for the designing of the system
(mainly expert systems and knowledge bases) where the knowledge will be stored
and be readily available to be accessed. Liou (1992:59) provides a detailed
methodology for knowledge acquisition based on a tacit to explicit mode as one
that comprises the following stages:
Planning for knowledge acquisition;
Knowledge extraction;
45

knowledge analysis; and
Knowledge verification.

2.6.1 Knowledge Acquisition Techniques
As envisaged by Wilson (1989), there are many techniques for knowledge
acquisition in organisations. According to authors like Harman and Brelade (2000)
recruitment as well as training and development are some of the many knowledge
acquisition practices. Mumford (1995) in Adams (2001: 236) provides that intuitive,
incidental, retrospective and prospective approaches facilitate work based
knowledge acquisition. Wagner and Zubey (2005) indicate that among the
common used techniques for knowledge acquisition include interviews, protocol
analysis and card sorting. As provided by Milton (2003), other knowledge elicitation
(acquisition) techniques include hierarchy-generation, matrix-based, limited-
information and constrained-processing tasks and diagram-based techniques. Liou
(1990:220) provides the following as knowledge acquisition techniques:
Basic techniques - Interviewing, structured interviewing and
observations;
Group techniques Brainstorming, nominal group technique, delphi
technique, consensus decision-making and computer-aided group
discussions; and
Supplementary techniques - Protocol analysis, discourse analysis
and repertory grid analysis.

Lastly, other authors such as Townsend and Gebhardt (2001) cite After Action
Reviews as a practice that facilitates knowledge acquisition.

Indeed, knowledge acquisition includes a range of varied techniques and
accordingly, Milton (2003:2) argues that many knowledge acquisition techniques
exist because of many different types of knowledge in organisations which require
different techniques to access.


46

2.6.1.1 Recruitment
The activity used to ensure the availability of tacit knowledge within an organisation
is recruitment of staff (Corredoira and Rosenkopf 2006:20; Harman and Brelade
2000). Edwards and Rees (2006:197) define recruitment as the practice of
deciding what the company needs in the candidate and instigating procedures to
attract the most appropriate candidate for the job.

Recruitment should be driven by an organisations knowledge requirement
(DeLong 2004:166). DeLong (2004) argues that the shortage of skilled personnel
as well as the shrinking talent pool of would be recruitees pose serious challenges
for knowledge retention. He cites BP and Trinidad and Tobago as one of the
organisations that have used knowledge based recruitment. The approach used
was based on initiatives recommended by Accenture and BPTT exploration team.
The recommendations among others included:
resourcing new employees through a proactive and targeted recruitment
processes; and
ensuring availability of a pool of qualified candidates to meet future staffing
needs.

Considering the views expressed by DeLong (2004) and Harman and Brelade
(2000), it is obvious that there has been a revolution in the way organisations
acquire knowledge through recruitment. Such a revolution not only reaffirms the
supremacy of knowledge as an organisational resource that offers competitive
advantage (Politis 2003) but also represents a best practice for addressing
knowledge gaps in organisational operations.

2.6.1.2 Training and Development
Once an organisation has mapped its functional operations and recruited
candidates to serve in its various operations, there comes a time when either the
introduction of new roles or indeed re-designing operations due to changes in the
work environment occur. There are also times when operations remain unchanged,
but the organisation loses its staff with relevant operational knowledge and thus
47

undertakes recruitment of new staff. These scenarios create a knowledge gap
between employee capacity and the required employee performance (Figure 2.1
below). Therefore, the situation necessitates the need for existing staff to acquire
new operational relevant knowledge (Rowold 2007).

Figure 2.1: The Knowledge Gap: The Training and Work Performance
Relationship


(the gap)




Direction of transfer

Adapted from Vermeulen (2002)

Most often, such a gap is only closed through a knowledge acquisition technique
called training and development (Corredoira and Rosenkopf 2006; Okiy 2004;
Rowold 2007). Training and development usually referred to as staff development,
is also a common practice in universities (Browell 2000). With the coming of the
knowledge-based economy, training and development has been broadened to
encompass terms like Continuous Learning, Continuing Professional
Development (CPD) and Life Long Learning (Browell 2000; Pjp 2001; Tuschling
and Engemann 2006; World Bank 2003). Organisations that support employee
learning have been referred to as Learning Organisations (Browell 2000; Pjp
2001). Regardless of the terminology used, the objective of training is to achieve
better performance in the work place (Vermeulen 2002:368).

There are many training approaches used for work-based knowledge acquisition in
organisations. Dekker et al., (2002) distinguishes between general and firm-

Work/
Performance

Training/
Learning
48

specific training where the latter refers to training with a view to acquire knowledge
for the current job and the former referring to training whose objective is not only
limited to acquiring knowledge for the current job but also for future career
development. This categorisation of training is also evident in universities (Stanford
University 2003). In its staff development programme, Stanford University (2003)
recognises the importance of both Job-Related Training and Career Development
Training.

2.6.1.3 Intuitive, Incidental, Retrospective and Prospective
Mumford (1995) in Adams (2001:236) stresses that four ways that facilitate work
based knowledge acquisition exists. These are intuitive, incidental, retrospective
and prospective. These are presented in Table 2.1.

Table 2.1: Mumfords Work Based Knowledge Acquisition Technique
Work Based
Knowledge
Acquisition
Technique

Description


Intuiti ve
The intuitive learning is knowledge acquisition based on experience and the leaner
usually fails to articulate what is learned but, however, recognises that they have
learned something. The fact that the learning is due to exposure to work environment
and is difficult to articulate implies tacit knowledge acquisition since tacit knowledge is
the one with such characteristics

Incidental
Incidental learning is where knowledge acquisition is by way of mishaps while
performing a task and one takes note of such mistakes for the future

Retrospective
Retrospective learning is based on the ability to reflect back on actions by assessing
what actually happened while performing a task. With time, one is able to make
conclusions and therefore, reinforce the acquired knowledge

Prospecti ve
Prospective learning is knowledge acquired on past experience as well as planning to
acquire knowledge before indulging in any work

49

2.6.1.4 Interviews (Protocol Generation)
Wagner and Zubey (2005) indicate that interviews or protocol-generation
techniques as referred to by Milton (2003) are of various types including
unstructured, semi-structured and structured interviews. The use of interviews as a
way of acquiring knowledge is a common technique in human resources. They are
often used when engaging a new employee, when creating knowledge repositories
or indeed, at the time an employee is leaving the organisation (Kelleher 2006).
With reference to the creation of a knowledge repository, an expert could be
interviewed while performing his/her job (Wagner and Zubey 2005:406).

However, interviews that are conducted when an employee is exiting an
organisation have been criticised on the basis that they focus much on typical
human resource matters such as what an employee might not have liked during
their tenure in that organisation. Though such attempts can lead to staff retention
Kelleher (2006) argues that the worry should not be:
the loss of that persons capacity to take the role - a capacity that can be replaced
by a new recruit - but about the loss of knowledge to the organisation The
problem is exacerbated when the person is regarded as an expert in their field,
either through skills and qualifications or simply through length of time in
employment.

Thus, the interviews should be based on the various knowledge that the departing
individual is likely to leave with.

2.6.1.5 Card Sorting
The card sorting knowledge acquisition technique involves structuring an experts
knowledge (Wagner and Zubey 2005:407). Thus, recognised objects, experiences
and rules are written down on cards and the involved expert is then asked to sort
them into subject groups. Milton (2003) argues that the use of sorting techniques
brings to the fore knowledge classification and different knowledge properties
among other issues. Lambe (2007:10) indicates that much taxonomy for classifying
organisational knowledge exists, including: lists; trees; hierarchies; polyhierarchies;
50

matrices; facets; and system maps. The author argues that taxonomies serve as
artificial memory for well organised organisational knowledge.

2.6.1.6 Protocol Analysis
Protocol analysis as a knowledge acquisition technique involves thinking aloud
during problem solving and when making decisions (Wagner and Zubey
2005:407). Usually, someone performing a task would be asked to talk about his
or her thinking process while solving the problem and the virtue of using this
technique lies in the fact that specific actions for solving the given problem are
transcribed (Liou 1990:223). However, it has been criticised on the basis of
forcing the expert to express actions in words (Wagner and Zubey 2005:407).
Documenting ones know-how has been viewed as a way of converting tacit
knowledge into explicit knowledge, which could be stored in a knowledge base for
ease of reference by others in the organisation (DeLong 2004).

2.6.1.7 Observation
Observation is another knowledge acquisition technique cited above. Certain job
tasks require that an expert in such a task must teach a new employee by way of
letting the new employee watch the expert performing the job. According to Liou
(1990:222), this technique works well in a novice-expert situation. To ensure that
the novice masters the task performed, documenting the salient steps involved in
performing such a task or indeed recording the expert are ensured. As already
noted, this technique for knowledge acquisition is usually used in expert-novice
relationships (OhioEPA 2006) and apprentices are a well-known cadre in this
regard (DeLong 2004).

2.6.1.8 Brainstorming
Brainstorming as a knowledge acquisition technique is a group method for
developing ideas and exploring their meaning (Liou 1990:225). However, its use is
dependent on the introduction of a scenario, and thus, it is viewed as a mechanism
for instituting thinking for the purpose of generating ideas (Liou 1990:225). In real
51

life, brainstorming sessions take place in board rooms and the product of such
sessions is, among others, the production of minutes.

2.6.1.9 Expert Systems, Subject Matter Experts and After Action
Reviews
With focus on knowledge retention, the IMB Business Consulting Services (2003:6)
informs of the available knowledge elicitation techniques for preservation of
organisational memory with focus on working with individuals to take their tacit
knowledge and transform it into a more explicit and tangible format. These
knowledge acquisition techniques whose objective is to make an individuals
knowledge by preserving it in some form of repository include: expert systems;
subject matter experts; and after action reviews.

Subjecting the IMB Business Consulting Services (2003:6) techniques to a detailed
analysis, one notes their similarities to the other techniques discussed earlier.
Thus, there are some relationships between interviews and expert systems while
subject matter expert relates to protocol analysis. After-action reviews are more or
less the same with Mumfords (1995) retrospective knowledge acquisition
approach.

2.7 KNOWLEDGE TRANSFER

Besides knowledge assessemnet and knowledge acquisition, another interrelated
dimension of knowledge retention is knowledge transfer. According to Bou-Llusar
and Segarra-Cipres (2006:105), knowledge transfer refers to the exchange of
knowledge between units within a firm (internal transfer) or between different firms
(external transfer).

Knowledge transfer is about providing and obtaining knowledge (Wilkesmann
2007). Such an understanding of knowledge transfer presupposes the existence of
a link between knowledge acquisition and knowledge transfer. Antal (2003)
stresses that once knowledge has been acquired, it must be distributed. If the
52

knowledge remains with the unit or individuals who obtained it, it is of little use to
the organisation. For Fadel and Tanniru (2005) knowledge transfer is the
application of acquired knowledge to work situations.

With a view to empirically verify transfer of knowledge in multinational corporations,
Pedersen, Petersen and Sharma (2006) differentiates between experiential and
object knowledge transfer, with the former relating to tacit knowledge transfers and
the latter implying explicit knowledge transfer. Thus, just like knowledge
acquisition, knowledge transfer is also believed to be a feature of organisational
learning (Janz and Prasarnphanic 2005:2). Stovel and Bontis (2002:308) stress
that investments in employee training and development activities are a positive
attribute for knowledge transfer in the form of on-the-job training or off-the-job
training. Such training ensures a continuous update of skills. Similar views are also
held by Chisholm and Holifield (2003) after they examined tacit knowledge
transfer within the context of Work-Based Learning as a mechanism for
Continuous Professional Development (CPD).

With intention to retain university knowledge (University of Califonia 2006), the
Council of University of California Staff Assemblies (CUCSA) Workforce Evolution
Work Group stated that a successful knowledge transfer programme must include:
(a) Identification of critical knowledge to retain key personnel to engage;
(b) Selection of knowledge transfer methods with attention to diverse
needs;
(c) Application of a knowledge transfer method and support for
successes;
(d) Recognition of contributions and accomplishments; and
(e) Assessment and refinement of methods based upon defined
measures.

With many institutions, academicians and practitioners (DeLong, 2004; Stovel and
Bontis, 2002; University of California 2006) underscoring the importance of
53

managing knowledge, several approaches to knowledge transfer have been
identified including:
Succession planning;
Communities of practice;
Coaching;
Creating knowledge repositories through documentation;
Story telling;
Orientation, general and job specific;
Mentorship, formal and informal;
Job rotation; and
Phased retirement.

2.7.1 Succession Planning
One of the most common known knowledge transfer approach is succession
planning (Butler and Roch-Tarry 2002). Stovel and Bontis (2002:309) argue that
knowledge management within firms is the heart of succession planning. They
stress that knowledge transfer through succession planning represents a proactive
step towards the empowerment of new employees and consequently, avoidance of
loss of knowledge by the organisation.

According to Butler and Roch-Tarry (2002), succession planning is an ongoing,
dynamic process that focuses on the transfer of knowledge necessitated by an
ageing workforce, unforeseen loss of knowledge due to deaths and turnover, and
ensuring identification of skills and competencies throughout the organisation.
They further argue that most organisations fail to exploit the potential of succession
planning mainly due to absorption in day-to-day issues, overly focused on short-
term results or unable to adapt to change.

Cardinal to the process of succession planning is talent identification (University of
California 2006). The University of California (2006) identified various ways that
can be used for talent identification and development for purposes of an effective
succession planning programme. As reported by the Treasury Board of Canada
54

Secretariat (2002), succession planning as a knowledge transfer technique is
widely practiced in Canada.

2.7.2 Community of Practice (CoP)
Communities of practice (CoP) as an approach for knowledge transfer involves the
transfer of knowledge within formal or non-formal segments of employees in the
organisation (Nickols 2003). It is applied where there is loss of expertise whether
through retirement or employee mobility involving the exodus of young employees
with operational relevant knowledge (DeLong 2004:115). According to Cadiz,
Griffith and Sawyer (2006) CoPs can either evolve spontaneously or can be
formally established. In either case, the authors empirically verified that shared
vocabulary, learning from each other, open communication and remembering
previous lessons are the four subcomponents of experienced CoPs.

Among the virtues for using communities of practice in organisations and
universities include: ability to connect professionals, encourages knowledge
sharing on a large scale and thus enabling survival of knowledge within the
organisation and speeding up the learning for new members (DeLong 2004:114-
115; Ngulube and Mngadi 2007).

2.7.3 Knowledge Repositories through Documentation
The issue of documenting corporate knowledge has been cited as an approach
that supports the transfer of knowledge amid changes in workforce demographics
and knowledge attrition (DeLong 2004). According to Padilla (2006), most
organisations are loose documenters. With most organisations facing loss of
knowledge through attrition and noting that knowledgeable new recruits as
replacements is a difficult activity (Hanes, Gross and Ayres 2001; DeLong 2002;
IBM Consulting Services 2003), organisations must develop means for
documenting organisational knowledge, (Hanes, Gross and Ayres 2001:1). Thus,
as provided by DeLong (2004:8), documentation serves as a mechanism for
transfer of explicit knowledge, where vital work practices for local knowledge
55

needed to perform a task are captured. It is most suitable when an important
employee is about to leave, although DeLong (2004:89) stresses that it must be an
on-going exercise not a way of catching knowledge just before it walks out of the
door.

The transfer of knowledge through documentation has been viewed through the
use of technology as an enabler (UNESCWA 2003). For instance, Lochhead and
Stephens (2004) inform that the role of technology in knowledge transfer activities
can be viewed to be twofold: the documentation, archiving and thus providing
explicit knowledge on one hand and the facilitation of a platform for written or
graphic content especially where employees share knowledge on a face-to-face
basis. In these situations, it may be possible to permanently capture discussions,
debates or indeed visual explanations that can facilitate knowledge transfer.

The authors further indicate that databases, the intranet and groupware are some
of the knowledge-based technologies commonly in use. According to the Danish
Delegation of the NATO Training Working Group on Individual Training and
Education Development (2003), technology based knowledge bases usually
contain declarative, procedural and contextual knowledge.

2.7.4 Mentoring
Mentoring is one of the cited techniques for knowledge transfer (DeLong 2002).
According to OhioEPA (2006), mentoring takes place when an experienced,
skilled person (mentor) is paired with a lesser skilled or inexperienced person
(protg) with the goal of developing or strengthening competencies of the
protg. The aim of mentoring according to Bentley (1995) is to encourage the
individual to reflect on the job as a whole, so that current and new skills may be
most appropriately applied.

The importance of mentoring in the knowledge economy where workforces are
inter-generational cannot be over-emphasised. For instance, it has been
established through research that most employees are likely to succeed in their
56

work through mentorship (Werner 2004). Mentoring is also regarded as a vital tool
for ensuring knowledge transfer from experienced employees to new employees
(Lindenberger and Stoltz-Loike 2007; Young 2007).

There are a number of universities involved in mentoring programmes including the
University of Aberdeen (University of Aberdeen 2006). At the University of
Reading, the Senate agreed that all new members of academic staff, regardless
of seniority, should have an appointed mentor to assist the induction process. The
University passed such a decision as it recognised the fact that even experienced
academics need guidance on the procedures of both the department and
university. For new Lecturers the need for ongoing support on all aspects of
academic practice is particularly important (University of Reading 2007).

The University of Salford in its Code of Practice and guidelines for mentoring new
staff to the University states that mentoring has benefits for the new staff, the
mentor and the School/Unit/University. The benefits are indicated in Table 2.2.
57


Table 2.2: Benefits of a University Mentorship Programme
New Staff Mentor School/Unit/Uni versity
Improves self confidence
Offers professional
development
Provides advice and
information
Encourages reflection on
practice
Provides personal support
Improves effectiveness
Develops awareness of
culture, politics and
philosophy of the
organisation
Gives access to sounding
board for concerns,
issues and ideas
Refreshes own
view of work
Enhances job
satisfaction
Encourages
self reflection
Develops
professional
relationships
Enhances peer
recognition
Encourages a
proactive role
in learning and
development
Enables faster induction
of new staff
Enhances individual
performance
Enhances team
performance
Improves
communicationnication
Encourages reflective
practice
Promotes a climate of
professional
development
Builds mentoring
capacity
Encourages
commitment to the
organisation

2.7.5 Coaching
A related though different knowledge transfer technique to mentoring is coaching.
According to Bentley (1995), coaching is the process of giving the individual
trainee specific (task related) guidance and using feedback to develop and
consolidate a new skill. Just as mentoring is an important tool for knowledge
transfer in inter-generational workforces, the same is also true for coaching as
generation X and Y who are reported to crave for coaching (Henry 2006). The
author emphasises the importance of coaching by noting that:
It is ironical that we accept that the best sports people in the world need coaches
for continuous improvement, yet in business today we still think business coaching
is a fad. Fortunately, Gen X recognises the need for coaching, especially in relation
to people management skills, and are often willing to fund a coach out of their own
pocket to improve their management and leadership skills.

58

The importance of coaching to the employee and the organisation include the
improvement of employee performance that lead to consequent organisational
performance (Nitschke 2007).

2.7.6 Phased Retirement
Phased retirement has been cited as a technique for knowledge transfer
(Lochhead and Stephens 2004). The practice is mainly used in situations where an
organisation has experienced or anticipates loss of organisational knowledge due
to retirement of employees (Howard Community College 2007). According to Gale
(2007) long established organisations like universities are the first to experience
knowledge loss threats that lead to most of them adopting phased retirement
practices. Citing the ability to retain Professors at a relatively low cost, the author
further notes that phased retirement is practiced by universities and has been
found to be an effective tool for knowledge transfer. There are many universities
that have phased retirement programmes.

According to the Department of the Premier and Cabinet, Government of Western
Australia (2004), organisations undertake Phased Retirement programmes for the
following reasons:
Prevent skill shortage particularly at middle to senior management
levels;
Retain knowledge;
Provide a system for effective succession management;
Assist with creation of a flexible responsive workforce;
Maximise the return on investment in human capital;
Increase productivity and efficiency; and
Respond to ageing clients and their needs; and
Encourage self-funded retirees.



59

2.7.7 Job Rotation
Job rotation is an organisational practice that facilitates knowledge transfer
(UNESCWA 2003; Kastelli 2006). It involves deliberate movement of employees
from one position to the other within an organisation. Such movements according
to Levine and Gilbert (1999) could involve movements across units, cross-
functional meetings, cross-unit or cross-group meetings. Job rotation guarantees
employee exposure to other challenges and work activities.

2.7.8 Story telling
Another knowledge transfer technique used by organisations is story telling.
According to Prusak (2001), story telling in organisations involves useful stories
about people, work, the organisation, social bonding, signals, the past, and the
future and how they relate to organisational operations. With proven benefits,
Leblanc and Hogg (2006) stress that story telling as a knowledge management
technique enables organisations uncover tacit knowledge as it is a natural learning
process.

2.7.9 Orientation
Lastly, although not the least, orientation also considered as induction is another
tool used by organisations to transfer operational relevant knowledge (University of
Reading 2007). It aims at transferring both explicit and tacit knowledge at two
levels identified as general and job specific orientation (Carr 2008; CIPD 2008;
University of Melbourne 2002; University of Queensland 2006). General orientation
is usually conducted to ensure that the new employee becomes knowledgeable
enough in corporate goals, policies, procedures and standards (University of
Melbourne 2002). On the other hand, job specific orientation seeks to equip the
new employee with the actual operational knowledge and skills required to carry
out tasks effectively and efficiently (University of New South Wales 2007).


60

2.7.10 Summary of Tools, Methods and Techniques for Knowledge
Assessment, Acquisition and Transfer
Table 2.3 below provides a summary of such tools, techniques and methods.

Table 2.3: Tools, Methods and Techniques for Knowledge Assessment,
Acquisition and Transfer
Knowledge
retention
Component
Tools, methods and
techniques used
Purpose of tool, method or technique













KNOWLEDGE
ASSESSMENT





Organisational
capabilities
assessment

Documentation of organisational functions/operations/processes as
well as actual tasks performed (how work gets done). The rationale
being to make explicit an organisations operational processes and
actual work activities rather than depending on an employees
mastery capacity for work performed and related operational policies,
regulations or procedures. (Consultas 2007; Dosi, Faillo and
Marengo 2003)





Workforce planning
A continuous process of ensuring that an organisations workforce is
able to perform its functions not only at that particular time but also
for the future. This entails determination of available and required
skills and knowledge to effectively carry out an organisations
functions. The rationale for utilising workforce planning among others,
is to mitigate workforce demographic challenges such as attrition.
(American Public power Association 2005; Charles Darwin University
2006)




Knowledge auditing
A combination of organisational capabilities assessment and
workforce planning that culminates into the creation of a knowledge
repository/base as well as a knowledge map. The importance of
knowledge auditing is that it enables employees to access
operational relevant knowledge easily and the identification of
possible communities of practice. It also enhances preservation of
organisational memory (Hylton 2002)






Recruitment
Acquisition of tacit knowledge by employing people deemed to have
relevant operational knowledge for the role determined in an
organisation. (Edwards and Rees 2006)

61


KNOWLEDGE
ACQUISITION


Training and
development
The acquisition of general and specific knowledge through training of
staff. The rationale is to close the gap between employee capacity
and expected performance in a given organisational role. (Rowold
2007;Vermeulen 2002)


Brainstorming
The generation of ideas relevant for operations by way of facilitated
discussions. The rational is to enhance and stimulate innovation and
arriving at desired decisions. (Liou 1990)


Expert systems;
subject matter
experts; and after
action reviews
Knowledge acquisition through consulting relevant knowledge
documents in form of a base/repository; making consultations with
colleagues viewed knowledgeable in the matter being handled; or
facilitation of platform for reviewing operations/work activities with a
view to improve performance. (IBM Business Consulting Services
2003)

















KNOWLEDGE
TRANSFER.







Succession planning
Proactive facilitation of knowledge gain by individuals earmarked to
handle roles of a higher position. The rational is to avoid loss of
knowledge in case of an attrition challenge in such a role. (Butler and
Roch-Tarry 2002)

Community of
Practice
Formal or informal groupings of employees aimed at facilitated
acquirement of operational knowledge. Enables less experienced
staff to gain from the more experienced within a group. (Nickols
2003)
Knowledge
repositories through
documentation
Documenting organisational work tasks so as to enable access
relevant operational Knowledge. (DeLong 2004)


Mentoring
Pairing of knowledgeable colleagues with less experienced staff. The
objective is to enhance the performance of the less experienced staff.
(Bentley 1995; OhioEPA 2006)


Coaching
Proactive identification of a trainee and trainer in order to improve the
trainees performance. The practice has been highly recommended
for intergenerational workforce. (Bentley 1995)




Phased retirement
An activity aimed at retaining institutional knowledge by re-employing
retired members of staff. The practice is highly prevalent in
universities especially for retaining staff such as Professors. Phased
retirement has been also viewed as an activity that can enhance
succession management. (Lochhead and Stephens 2004)

Job rotation
An activity aimed at familiarizing staff to various job roles for
purposes of acquiring different skills and operational knowledge for
62













various tasks carried out in an organisation. The purpose is to allow
the flow of knowledge and keeping vital operational knowledge
among staff. (Levine and Gilbert 1999)
Story telling An activity that aims at uncovering relevant knowledge on operational
knowledge through the sharing of narratives on an organisations
operations. (Prusak 2001)
Orientation An activity that aims to familiarise an employee to general job
requirements such as corporate goals, policies, procedures and
standards as well as familiarisation to actual knowledge and skills
required for the job. The purpose is to ensure that the new employee
settles quickly in the new role (University of Melbourne 2002;
University of New South Wales 2007)

The above established tools, methods and techniques for knowledge assessment,
acquisition and transfer are not exhaustive of what can be used for the retention of
knowledge. However, they represent the broader perspective of knowledge
retention practices that are already in use in various organisations.

2.8 DRIVERS FOR THE RETENTION AND MANAGEMENT OF KNOWLEDGE

There is no doubt that knowledge retention is one of the facets of knowledge
management taking centre stage in the knowledge economy brought about by the
problem of knowledge loss that cuts across all industries (DeLong 2004; IBM
Consulting Services 2003). Thus, organisations and universities alike have realised
that in the absence of knowledge retention and management practices, they stand
to lose their organisational memory, that is, the operational knowledge within
employees as well as the organisational operating procedures and related
documents (Kruse 2003). It is argued that the loss of organisational knowledge is a
menace for operational efficiency and effectiveness (Kruse 2003; Scalzo 2006).
Such a menace emanates from the understanding that from inception, an
organisation acquires its operational knowledge relevant for its existence (Scalzo
2006). However, if such knowledge is not managed and retained, such an
organisation stands to lose the knowledge acquired along the way, a threat that
63

has been viewed to have detrimental effects on organisational operations (Lahaie
2006).

The main notable knowledge loss drivers that have been identified and thus
necessitate the need to retain organisational knowledge as argued by DeLong
(2004) and Padilla (2006) and Stovel and Bontis (2002), include among others the
following:
Changing workforce demographics and profiles;
Employee turnover and mobility; and
Lack of knowledge documentation.

It is argued by Stovel and Bontis (2002) and Sutherland (2005) that the ability to
identify the above challenges and consequently, developing solutions to mitigate
them is a core competence that organisations must seek to posses for them to
remain viable in the knowledge economy. In order to appreciate and understand
the drivers for knowledge retention, the following presentation on workforce
demographics and profiles, employee turnover and mobility, and the cost
implications for lost knowledge is provided.

2.8.1 The Significance of Changing Workforce Demographics and Profiles
In the knowledge economy, understanding an organisations workforce profile has
become an obvious practice in both corporate organisations and universities
(Anderson , Johnson and Saha 2002; The Australian National Audit Office 2005;
State of Wisconsin 2005; Charles Darwin University 2006). With studies revealing
that most organisations are faced with massive knowledge attritions through
retirements, reduced labour base, the shrinking talent pool and increased mobility
of younger workforce (IBM Global Business Services 2006), the understanding of
workforce profiles and demographics has become a management tool for
considering the healthy status of an organisations knowledge base (The Australian
National Audit Office 2005). Most organisations are aware of the threats caused by
the changing workforce demographics, and efforts to tackle the challenge are
64

being instigated (AARP 2006, AARP 2007). While it has been determined that
changing workforce demographics (the majority workers nearing retirement age
and few entrants into employment) lead to loss of institutional knowledge (Plexus
Scientific Corporation and HandySoft Global Corporation 2007), very few
organisations have formal strategies that ensure retention of institutional
knowledge (AARP 2007; Davidson, Lepeak and Newman 2007).

Central to the understanding of changing workforce demographics and the
significance of understanding workforce profiles has been the established inter-
generational workforce in organisations comprising of mainly three generations
namely: the baby boomer generation; generation X and generation Y (The
Australian National Audit Office 2005; Gainsford 2005). As presented in Table 2.4
below, other authors include a fourth generation that of people born between
1922 and 1945 (Lamb-Hale and Mennell 2007). It is argued that each of these
generations has its own characteristics and thus there is need to integrate them if
organisations are to ensure knowledge continuity and therefore, sustain efficiency
and effectiveness in their operations (Chapman 2003; IBM Global Business
Services 2006).

2.8.1.1 Builders/Traditionalists
This is an old generation born between 1922 and 1945. It is viewed as the pioneer
of industrial revolution. This generation is well respected as founding pioneers for
most organisational processes. Thus, it is argued that their departure from the
workforce will have similar consequences for knowledge loss like the baby boomer,
a generation right after them (Perkins and Hutchins 2006).

2.8.1.2 The Baby Boomer Generation
According to Schoonover (2006), the baby boomer generation comprises of a
workforce that was born two decades immediately following World War II,
specifically, a generation of people born between 1946 and 1964 (AARP 2006).
65

Accordingly Bogdanowicz and Bailey (2002) and Schoonover (2006), characterises
the baby boomer generation as one that:
drove change and technological growth than any other generation.
has large numbers comprising a given workforce.
posses unique and critical operational knowledge acquired through career
employment up to forty years.
due to some reason (poor financial planning, personal satisfaction derived
from work) do not willingly make room for Xers on the corporate hierarchical
ladder.

Given the above characteristics of the baby boomer generation, imagining the
impact that emanates from their departure from a given workforce is an avoidable
thought for any strategic organisational leadership. The relationship between the
ageing workforce and the need for knowledge retention lies in the fact that baby
boomers posses relevant operational knowledge that, if left with, could impede
organisational operations (AARP 2007; Davidson, Lepeak and Newman 2007;
Schoonover 2006).

According to the Segal Company report (2001), the effect of retirements is already
felt within organisations and its intensity is expected to spread over a period of
twenty (20) years. Hu, Kostek and Perkins (2007) suggest that the implications of
the baby boomer generation in academia will include lack of faculty as academic
staffs are retiring.

However, not only are learning institutions going to lose academic staff but will
also lose other support staff holding various university knowledge on operational
procedures and processes that support academic activities (Charles Darwin
University 2006; UniSa 2007; University of Tasmania 2006). Thus, the departing
baby boomer generation is a critical threat. If left unattended to, organisations
stand to lose organisational knowledge created over long periods of time. In view
of this recognition, organisations including universities must seek ways to make
66

available such operational knowledge to other generations that are taking over
from them.

2.8.1.3 The Generation X
Following the baby boomer generation is a workforce namely the generation X,
(The Segal Company Report 2001). Bogdanowicz and Bailey (2002) pointed out
that the characteristics of the generation X workforce include among others the
following:
they do not seek life-long employment;
they crave life-long learning;
they seek employability over employment;
they value career self reliance;
they are educated, smart, creative, computer literate and equipped with
portable skills; and
they change jobs on average every eighteen months.

Given the above characteristics of the generation X workforce, organisations are
faced with a challenge of losing knowledge from mid career employees, who
according to DeLong (2004) and Sutherland (2005) do not seek career bound
employment as was the case with their predecessors, the baby boomer
generation. Just like their predecessors, generation X workforce posses relevant
operational knowledge, which if lost could also result in reduced operational
efficiency and effectiveness (DeLong 2004).

With the environmental turbulence within organisations of the knowledge economy,
another threat associated with the loss of generation X workforce is the potential
loss of innovative ideas necessary for organisational growth (Karkera 2006). The
departure of a generation X worker is also viewed as a possible source of
competition that leads to loss of market if such a mid career knowledge worker
joined a competitor organisation (DeLong 2004). Finally, organisations like Plexus
Scientific Corporation and HandySoft Global Corporation (2007) stress that
67

generation X workforce is no greater in numbers than the baby boomer generation.
As a result, the number of potential replacements for the baby boomers is low.

2.8.1.4 The Generation Y
The last category that is part of the inter-generational organisational workforce is
the generation Y. As viewed by NAS (2006) and Lamb-Hale and Mennell (2007),
the generation Y workforce comprise of the following characteristics: of Gen
coddled most of their lives and look for personal fulfillment in the workplace;
born with technology, so they are cyber communicators and very tech
savvy;
place a high value on work/life balance;
want to make a difference;
require mentoring and desire immediate supervision;
enjoy working on teams/very group-oriented;
multi-taskers;
speak their mind mentality;
want to be at the top of the chain right away; and
want to do the work better and faster than their co-workers.

Understanding the implications of the generation Y in a workplace is an issue that
each employer must seek to adopt. Accordingly NAS (2006) observes that:
Generation Y will not only help fill in for the number of missing workers the baby
boomer generation is leaving behind; they will also bring along with them fresh
ideas and an enthusiastic and motivated workforce.

However, the generation Y workforce is mobile in nature and requires orientation in
most organisational operations (DeLong 2004; Ohio Environmental Protection
Agency 2006).



68

Table 2.4 The Four Generations

GENERATION

BIRTH YEARS

Builders/Traditionalists
1922-1945
Age: 60+

Baby Boomers
1946-1964
Age: 42-60

Generation X
1965-1980
Age: 27-41

Generation Y/Nexters
1980-2000
Age: Under 27

(Adapted from: Lamb-Hale and Mennell (2007)

The challenges of the changing workforce demographics presented above are
consistent with DeLongs (2002) research that was conducted through interviews
with seventy-five chemical company executives, managers and industry experts in
twenty-six companies in the US, Europe and Japan. The results of the research
indicated that changing workforce demographics had three implications on
organisations:
1. Lost knowledge from increased retirements hurts organisational
performance.
2. The shifting talent pool exacerbates recruiting and assimilation
problems.
3. Generation gaps increase focus on employee retention and strategic
workforce planning.

The implications of the above presented generations to universities not only
hinders the performance of universities but also calls for the need to introduce
effective initiatives targeted at mitigating the costs of not having enough employees
who are knowledgeable in their duties.

69

The study by Berberet et al., (2005) indicates that in the coming decades, demand
for university staff is likely to be high and higher education seeks to plan for and
manage well a generation turnover there are many uncertainties regarding the
adequacy of the pool of faculty replacement candidates. Given this scenario,
university managements must be able to plan and facilitate initiatives that would
ensure sustenance of operations. Tettey (2006) emphasises the need to introduce
mentorship programmes for academic staff. Efforts to mentor staff are directed at
ensuring availability of professional performance for the remaining staff in a
university in case of turnover. Thus, such an approach would ensure knowledge
continuity of operations.

2.8.2 The Implications of Employee Mobility and Turnover
Most organisations are faced with attrition challenges comprising of retirements,
resignations, deaths and general movement of young workforce, generally referred
to as employee mobility and turnover (Stovel and Bontis 2002). These challenges
(retirements, resignations, deaths) have been identified as agents for knowledge
loss, which cause inability to perform organisational operations efficiently and
effectively (Latimer 2002). When people resign from their job in one organisation to
another, the consequence of that mobility is turnover. Equally, when an
employee leaves an organisation either through death of retirement, the out come
of that attrition is turnover. Thus, turnover is a term that refers to a situation where
an organisations employees leave either due to:
retirement;
mobility in preference for another organisation; or indeed
death.

Turnover on its own is not a problem, especially when a leaving employees
performance does not meet organisational expectations, a situation referred to as
functional turnover (Stovel and Bontis 2002). However, turnover becomes an issue
when the leaving employee is a higher performer whose replacement would be a
70

challenge, a situation called dysfunctional turnover (Sutherland, 2005). CIPD
(2005) in Loquercio (2006) stress that:
Where it is relatively easy to find and train new employees quickly and at relatively little
cost, it is possible to sustain high quality levels of service provision despite having a
high turnover rate. By contrast, where skills are relatively scarce, knowledge important,
relations with customers/stakeholders are close and important, where recruitment is
costly or where it takes several weeks to fill a vacancy, turnover is likely to be
problematic from a management point of view.

According to Lochhead and Stephens (2004), it is not possible to avoid turnover
even in situations where it is monitored and the organisation understands the
reasons why the employees are leaving, for instance mandatory retirements. As
can be observed recently, calls for awareness of the looming baby boomer
retirements are everywhere (AARP 2007; DeLong 2004). The greatest fear
associated with the retirement of baby boomers is the loss of knowledge and
expertise (Cross 2005). Coupled with the unavoidable turnover through retirements
is the need to change jobs frequently, a workforce characteristic that has been
associated with the knowledge economy (Suthreland 2005). In the recent past,
employment within an organisation was viewed as a means for developing ones
career. However, this notion has been reversed by generation X and Y, who
according to Arthur (2001) in Loquercio (2006), witnessed their parents fall victims
to corporate downsizing, and therefore have developed the following
characteristics:
active management of their careers;
they are more interested in continuing learning and education;
they expect to go through numerous jobs and career changes throughout
their lifetime;
they respect expertise and knowledge, rather than titles;
they are reluctant to work for an employer who does not allow them to
challenge the status quo; and
they balance careers and familial responsibilities.

71

Arthurs (2001) assertions as stated above are supported by the study conducted
by Sutherland (2005) that focused on labour turnover and employee mobility and
involved more than 300 knowledge workers across a wide range of demographic
groups and industries in South Africa. The findings revealed that, despite more
than 80% of the sample seeing themselves as being very committed to the
organisation, these knowledge workers dont anticipate staying in the organisation
for much longer. The findings present a counter reactive thought to traditional
literature on labour turnover where turnover was viewed as an indicator of
organisational commitment. According to the study, knowledge workers are mobile
in nature and do not necessarily believe in job security and loyalty, but rather place
their belief in employability and loyalty to ones own career and skills set and
that the notion of a permanent job has become an oxymoron.

Sutherlands (2005) findings are consistent with Lochhead and Stephens (2004)
who carried a study on Canadian plastics sector with a view to assess attrition
levels and finding knowledge transfer measures. Lochhead and Stephens (2004)
found that although most of the companies had low turnover, it was not as a result
of formalised retention strategies but the companies had mechanisms in place for
dealing with threats caused by loss of knowledge. For instance, practices like
such as workforce planning were identified.

Related to the challenges caused by employee mobility is the need to manage
employee tenure within the organisation. According to Auer, Berg and Coulibaly
(2004), there is a positive relationship between employee tenure (the length of time
an employee remains in an organisation) and the employees productivity. Thus,
while understanding that generation Xers and Yers are mobile in nature, their
mobility should be regulated to obtain maximum benefit for the organisation (Ohio
Environmental Protection Agency 2006).

Inter-generational workforce composition as well as employee mobility and
turnover are not only experienced in the corporate world but also in academic
72

institutions (Anderson, Johnson and Saha 2002; Charles Darwin University 2006;
Kubler and Deluca 2006). According to the study by Nunn (2005), academic
mobility includes those moving from one continent to the other or from academic
institutions to other sectors. The study found that Africa had a significant number of
academics leaving the academic sector to other sectors as well as those leaving
African academic institutions to other academic institutions abroad. This finding is
also in line with the situation prevalent at the University of Zambia where staff
attrition as an agent of knowledge loss that hinders efficient and effective academic
operations was detected (IOTA Consulting Services 2001).

2.8.3 The Lack of Knowledge Documentation
The other aspect that has been cited as a driver for knowledge retention is the
need to document organisational knowledge (Padilla 2006). Accordingly, Padilla
(2006) argues that besides the concern being raised over threats of lost
knowledge, most organisations are loose documenters. In this context, Padilla
(2006) is refering to a situation where organisations fail to recognise the need to
have their operational relevant knowledge recorded so that it serves as declarative
knowledge. The rationale for having knowledge recorded is best described by the
UNESCWA (2003) which notes that initiatives have proved that when explicit
knowledge is managed well, whether deliberately or not, the time needed in order
to complete tasks is reduced and duplication is avoided. Besides this observation
however, Schoonover (2006) emphasises the need to document knowledge by
stressing that:
If the loss of key industry skills through retirement induced attrition is not alarming
enough, the location of the operating knowledge is extremely sobering... In a
survey by the Dephi Group, it was discovered that roughly 42% of the knowledge of
an organisation exists solely in the brains of their employees. This 42% not only
represents unique undocumented, explicit organisational knowledge, but also
unique tacit knowledge that employees, from the custodian to the CEO use in their
daily execution of their duties.

73

In fact, while writing for the need to document organisational knowledge in higher
learning institutions, Bailey and Cameron (2004) argue that:
It is no longer sufficient to rely on the personal memory of individual members of
staff about past initiatives, procedures and the history of the institutionparticularly
where there is high staff turnover and organisational change.

Consequently, the implications of the above need for knowledge documentation
and considering employee turnover and mobility consequences as argued by
authors such as Stovel and Bontis (2002), DeLong (2004) Sutherland (2005) and
Loquercio (2006), presupposes that when employees knock off after a days work,
there is a 50-50 chance of no return. Therefore, in the event that the employee
does not come back the following morning, the organisation would lose vast
amounts of knowledge that could have greater consequences for operations. This
line of thought is also consistent with Karkeras (2006) observations that not only
does lost knowledge affect productivity, innovation and efficiency but that it also
leads to loss of knowledge.

Thus, given the above scenario, knowledge documentation, also referred to as
codification, is a vital component of knowledge retention programmes (Cowan and
Foray 1997; Rodriguez-Ruiz 2006). The purpose of documentation is to document
operational work processes, procedures, policies practices as well as the
knowledge of experts within a firm (Rodriguez-Ruiz 2006). Thus, according to
Johnson et al., (2002) documentation of practices raises awareness of alternative
ways of doing things and thereby contributes to organisational change. As can be
deduced from authors like Cowan and Foray (1997) virtues associated with
documented knowledge include:
reduction in costs related to knowledge acquisition;
increments in knowledge accessibility; and
it is complementary to tacit knowledge when performing actions.

Practices that serve the purpose of documenting (explicit) knowledge include
records/document management systems (Ohio Environmental Protection Agency
74

2006). Most organisations including universities have had such systems in place
(University of Missouri 2007; University of Sydney 2007).

Thus, with threats of the inter-generational workforce as well as those brought
about by employee mobility and turnover, organisations require incorporation of
knowledge documentation as part of their knowledge retention practices. This is
also in line with current advocated methodologies for knowledge retention as well
as what is obtainable in practice by organisations that run knowledge retention
projects (Ohio Environmental Protection Agency 2006; TVA 2005).

2.9 KNOWLEDGE RETENTION IN UNIVERSITIES

This section presents university operations associated with knowledge
management.

2.9.1 Managing the University and the Role of Knowledge Management in
University Operations
The rationale for the existence of universities can hardly be questioned in any
given society, owing to the many benefits associated with university outputs
(Materu 2007; Oosterlinck 2001). Unlike corporate and government institutions,
universities have a unique mandate in society. They are regarded as the reservoirs
of knowledge, be it explicit (research) or tacit (staff and graduates) (Tippins 2003).
Tasked with this huge responsibility to society, it is therefore, expected that the
management of universities is a challenging task. Initially, one of the early
challenges of managing a university was finances (Johnstone 2004; Kurasha 2006;
Tetty 2006). Of late, however, not only have finances been identified as a
challenge but also operational functions (South African Council of Higher
Education 2001). It is almost obvious for most universities to have their mission as
teaching, research and service (University of Zambia Strategic Plan 2001). In order
to achieve these mission goals, universities have within themselves operational
functions including:
75

general management and administration, (Strategic Planning, Finance,
Purchasing, Human Resources Management);
management of research (Undergraduate & Postgraduate, Consultancy);
Academic functions, (Senate, Admissions, Examinations, Curriculum
development); and
other support functions, (Library and information services, Health services;
Student welfare).
In addition to the above operational functions, other universities have expanded
their teaching activities to include distance education and running pure business
units.

Considering the above spectrum of activities found in universities, one identifies
what is generally found in corporate institutions as well as unique functions that are
university specific. These broad range of activities pose challenges in terms of
achieving efficiency and effectiveness for operational benefit (Seal 2005; Sawyer
2005).

While some of the challenges are externally influenced (for example, availability of
staff and management of explicit work processes), others require internal
adjustments by departing from the norms and embracing new management
approaches (Deem 2004; Seal 2005; Staffle 1996). This emergence of the need to
embrace change management programmes to accord universities a chance to
revitalise their operations has seen the call for the introduction of yet another
management approach called knowledge management (Staffle 1996).

Although universities have been in the fore advocating for the adoption of
knowledge management as a discipline, Tippins (2003) argues that the same zeal
has not been seen when it comes to applying knowledge management in their
operations, despite the potential it holds for operational benefit (Kidwell, Vander
Linde and Johnson 2000). However, there seems to be a compromise in this
regard as some universities have actually introduced knowledge management to
76

support operations (Kings College London 2005; University of Edinburgh
2005UniSA 2007).

In order to justify the need for knowledge management in universities, several
university functions have been cited as possible areas that can reap the associated
benefits. The following section tries to assess the role of knowledge management
in such functions.

2.9.1.1 The Role of Knowledge Management in University Management
and Administration
University management involves a range of functions in which procedures for
carrying out those functions are developed. Some of these functions are found in
corporate organisations while others are found in higher learning institutions only.
Knowledge management has been linked to all these functions (Kidwell, Vander
Linde and Johnson 2000). Knowledge management initiatives like those focused
on, for instance communities of practice and knowledge management - information
technology based systems have been cited for their role in ensuring effective and
efficient ways of facilitating knowledge sharing among university staff (Calhoun
2005; Witt et al., 2007). For instance, at the University of Denver, knowledge
management has been applied in the human resources functions (Calhoun 2005).

2.9.1.2 Knowledge Management in Teaching and Learning
Teaching and learning are two sides of the same coin, where knowledge
management has been cited as a critical tool. University staff in general and
Lecturers in particular impart knowledge in their students through teaching. This
function, according to Oosterlinck (2002) represents knowledge dissemination. Not
only have universities introduced academic programmes for knowledge
management but have also disseminated knowledge through the use of knowledge
management tools in teaching and learning (Witt et al., 2007). Knowledge
management technologies used for such purposes include among others, chat
technologies, e-mail and wiki technology (Murali 2005).
77


Within teaching and learning perspectives, e-learning has been another dimension
in which knowledge management tools have been utilised (Cross and Adam 2007).
The use of knowledge management tools in teaching and learning has also been
extended to the Lecturers who offer lectures to dispersed students, (Witt et al.,
2007).

2.9.1.3 Knowledge Management and Research
One of the major activities found in universities is the production of knowledge
through research. Oosterlinck (2002) argues that in knowledge management
terms, research is knowledge creation. Thus knowledge creation or research is
done at various levels including undergraduate students, postgraduate students
and consultancy by university staff. The value of this research cannot be over-
emphasised, as at a higher level represents the service mission of universities
through knowledge transfer to society (Oosterlinck 2002; University of Glasgow
2006). However managing the research process and outputs has become a
challenge (Chachage 2006:57; Oosterlinck 2001; Saossois 2001). Accordingly,
Schuetze (2001) asserts that this challenge has emanated from the availability of
many players within the knowledge production sector, that is, both academic and
non-academic institutions, as well as the value that society has placed on
knowledge. Given this pressure, Oosterlinck (2001) suggests that the management
of academic research requires management processes like knowledge
management to ensure an appropriate context, structure and processes, where:
context is related to the culture of and history that has unfolded within the
academic institution structure for appropriate organisational and incentive
mechanisms, while process for day-to-day operations of knowledge creation and
innovation management within the academic environment.

Oosterlinck (2001) further gives an overview of the University of Leuven, where the
above approach for management of university research has, for a 29-year period,
done a remarkable job to manage the academic knowledge portfolio.

78

2.9.1.4 Knowledge Management and Distance Education
Distance education, as opposed to face-to-face classroom interaction, is another
way that has been adopted by universities for imparting knowledge. In this mode of
education, knowledge management has also been identified to play a crucial role.
Accordingly, Ubon and Kimble (2002) suggest that knowledge management
facilitates access to knowledge resources like computer files, CD-ROM,
videotapes, books, and necessary infrastructure like intranets. The potentials of
knowledge management are also well addressed by Butcher (2007). In South
Africa, ICTS at the universities of Pretoria, Stellenbosch and the Western Cape
have been used to support Distance Education (Cross and Adam 2007).

2.9.1.5 Knowledge Management in University Libraries
One of the units within universities that has identified the benefits of applying
knowledge management in university operations are university libraries (Williams
et al., 2004). There appears to be a lot of areas in which knowledge management
is, and can be applied in university libraries (Shanhong 2000; Williams et al 2004).
One argument being advanced for the embracement of knowledge management in
university activities in general and libraries in particular, is the fact that Librarians
have, for a long time, been pursuing knowledge management (Broadbent 1998).
However, an opportunity has emerged to extend their expertise not only limited to
library functions but to all university functions (Morris 2001).

2.10 THE NEED TO RETAIN UNIVERSITY KNOWLEDGE

According to Oosterlinck (2002), universities from time immemorial have been
practicing knowledge management based on the three mission statements of
Teaching, Research and Service. Butcher (2007) agues that KM should be a
fundamental objective of any educational institution, as learning is its core function
and should be reflected in how the organisation operates.

79

Having endeavoured to show the multi-tasks that are involved in running a
university, indeed, while carrying out their duties, university staff (both academic
and non- academic) create knowledge that is beneficial to society in general and
the university in particular. Thus, with the understanding that knowledge retention
is the preservation of relevant operational institutional knowledge (DeLong 2004;
Newman and Conrad 1999), the need to retain university knowledge has become
apparent. Evidently, the need to retain organisational knowledge emanates from
the identified drivers of knowledge retention changing workforce demographics
and profiles; employee turnover and mobility; and the need to document
organisational knowledge (Gunnlaughstottir 2004).

There are many corporate institutions that have implemented knowledge
management and retention programmes including Tennessee Valley Authority
(TVA), Asian Development Bank (ADB), and Best Buy (Best Buy 2005). The
concern here is to show evidence of knowledge retention and management
initiatives by higher learning institutions.

2.10.1 Knowledge Retention and Management in Institutions of Higher
Learning: International Overview
The advocacy on knowledge management in other parts of the world (North
America, Asia and Europe) has been outstanding. The call started with corporate
institutions and governments (Suurla Markkula and Mustajarvi 2002). In fact, the
earlier cautions about knowledge management being a fad have been eroded by
the response of so many institutions seizing the opportunity in knowledge
management. Thus, higher learning institutions have also responded in a like
manner. There are a number of higher learning institutions that have in one way or
another engaged in the knowledge business.

With reference to universities, the management and retention of knowledge has
become a reality. Several initiatives have been launched with several virtues
associated with the application of knowledge management being advocated for
80

(Kidwell, Vander Linde and Johnson 2003). Knowledge management initiatives in
universities have been launched addressing different aspects ranging from
management of university knowledge emanating from research activities to
knowledge retention for operational enhancements (Loh et al., 2003; Oosterlink
2002; UniSA 2007; University of California 2006).

Taking the knowledge retention strand of knowledge management at the University
of California, the Council of University of California Staff Assemblies (CUCSA)
Workforce Evolution Work Group was formed in 2004 to study employee needs,
interests and programmes (University of California 2006). While carrying out its
mandate, CUCSA Workforce Evolution Work Group detected that over one-third of
the university staff were due to retire and had posed a risk of losing administrative
and institutional knowledge, an issue that could have led to inefficiencies, errors
and costs to the University. As a solution, key knowledge transfer issues were
reviewed and knowledge management strategies were proposed.

Another university that has identified knowledge management for purposes of
retaining its knowledge capabilities is UniSA (UniSA 2007). Faced with knowledge
loss mainly through an ageing workforce, UniSA has devised strategies for
retaining vital knowledge by capturing and transferring functional and technical
expertise (UniSA 2007).

Other Universities have even gone further by putting in place knowledge
management strategies to guide and ensure achievement of their management
initiatives. Among such universities are: Kings College, University of London;
University of Edinburgh and Auckland University of Technology (Kings College,
University of London 2005; University of Edinburgh 2005; Dewe 2007).



81

2.10.2 Knowledge Retention and Management in African Institutions of
Higher Learning
In Africa however, not so much is explicit with regard to the adoption of knowledge
management. Scholars have written on the subject and a few corporate institutions
have also responded to the call (Kruger and Synman 2005a; Tobin and Franze
2005). However, very little can be accessed on governments and higher learning
institutions efforts towards knowledge management. What is clearly observed
however, is the call for the need to address various challenges that have
confronted African universities (Sawyer 2004). Some of the challenges are recipes
for knowledge management programmes (Seal 2005; Sawyer 2004).

For instance, within the African universities, the loss of knowledge is evident in
brain drain (Mushonga 2005; Oni 2006). The University of Zimbabwe is no
exception as Mushonga (2005) indicates that vacancy rates in Zimbabwes state
universities range between 50% and 70%, with those leaving the universities citing
among other reasons low remuneration packages. He argues that the situation in
Zimbabwes universities applies to most African universities. He further argues that
if no measures to curb the scourge of brain drain are put in place, the result will be
continued declines in academic standards, dwindling research output and
perpetuated staff attritions (Mushonga 2005). While writing on brain drain in
Nigerian universities, Oni (2000) contends that African universities are losing their
capacity to build African economies and institutions due to brain drain the loss of
tacit knowledge.

Similar sentiments to those expressed by Mushonga (2005) and Oni (2000) are
echoed by Seale (2005). While writing on management capacity by executive
leaders of South African higher learning institutions, he noted that most universities
have been disparaged over inefficient and ineffective organisational operations and
that universities are now operating in the knowledge society which demands
university leadership to establish suitable effective institutional responses.
Though it is evident that African universities have felt the threats of knowledge
82

loss, very few initiatives have been launched (Sawyer 2004). Sawyer (2004) notes
and provides that the challenges facing the African universities emanate from the
revolution in the global economy which has highlighted the importance of
information and knowledge to production, management and the services. Sawyer
(2004) also points out that this revolution has been facilitated by:
increasing pace of globalisation;
the commodification of knowledge and the centrality of its generation and
application to social and economic development;
the increased openness of nations borders to flows not only of goods and
services but of knowledge and information;
the enhanced mobility and expended market for high skill labour; and
the new organisational forms and delivery modes resulting from ICT
revolution.

To the above challenges, Sawyer (2004) justifies the need for adopting change
management programmes based on managing knowledge in universities.

Tettey (2006) in his study about the retention of university academic staff in Africa
echoed similar concerns as above. In fact, Tettey (2006) in his solution to these
problems recommended the need for mentorship programmes, an aspect
recommended for knowledge retention.

In view of the above advocacy for the need to retain and manage university
knowledge, it should be noted, however that knowledge management before it was
what we know it today, manifested itself in many ways (Broadbent 1998). This
assertion is also supported by the UNESCWA (2003).

Thus, based on the above assertion, some African universities have tried to do a
lot in terms of knowledge management. For instance, there has been some efforts
by the South African Universities Vice-Chancellors Association to address the lack
of management capacity and absence of managerial culture by implementing
83

higher education leadership and management programmes (Seal 2005). However,
authors such as Jackson et al., (2003), argue that whatever approach has been
adopted there still remains the problem of knowledge transfer into the work place
and measurement of individual and organisational impact.

Notwithstanding, South African universities through the Carnegie Project have
training and mentorship programmes targeted at the development of new
generation of faculty members, Cloete and Galant (2005). The authors in their
report, Capacity Building for the Next Generation of Academics, reviewed five
universities with programmes aimed at retaining knowledge through mentorship
programmes. The universities included: The University of KwaZulu-Natal; Pretoria;
Cape Town; Witwatersrand and the Western Cape. These universities have
policies that promoted equity and capacity building. Thus although not practiced
under the knowledge retention and management label, the activities carried out by
these universities are aspects of knowledge retention and management.

There has also been some utilisation of knowledge management IT based
solutions in distance education for the University of Pretoria and others as noted by
Cross and Adam (2007).

From the above, there could have been efforts to address knowledge retention and
management in African universities. However, concerted, integrated and cohesive
approaches have not been adopted. Thus there is need to explicitly introduce
knowledge management to address these raised knowledge retention and
management concerns.

2.11 THE KNOWLEDGE MANAGEMENT POLICY

Regardless of the approach adopted when establishing a knowledge management
program, it is highly recommended that it must be done in a well coordinated and
systematic manner (UNESCWA 2003; University of Edinburgh 2003). One way of
84

ensuring a successful introduction of knowledge-based initiatives in an
organisation is through the formulation of a knowledge policy or strategy (Dewe
and Wright 2007:8; Soft-AID Computers Limited 2005).

The role of policy in organisational management has for a long time remained vital
and is viewed as a mechanism for instituting organisational control over resources
(Buchanan and Huczynski 1997: 708; Ruschcliffe Borough Council 2005).
According to the Municipal Research and Services Center (1999) Policies are
created to guide decision making [and] formally adopted policy generally takes
the form of a governing principle, plan, or course of action, and key policy-making
activities include:
The development of a vision.
The adoption of goals and objectives.
The adoption of comprehensive plans, decisions about which programs and
services will be provided.
The adoption of budgets and capital facilities plans.

Similarly, where policies may not be in place, other organisations develop
strategies or strategic plans that at least serve similar purposes as a policy.

According to the guide by Ruschcliffe Borough Council (2005), a policy is a set of
guiding principles or rules intended to influence decisions and actions that reflect
agreed practice while a strategy is a high level approach to an issue that is
designed to deliver change by implementing policy. Given these definitions, the
Ruschcliffe Borough Council (2005) differentiates a policy from a strategy by
indicating that policies differ from strategies in that they are statements, rather
than high level plans delivering change. Thus as noted by the State University of
New Jersey (1995) in its Strategic Plan that:
The University Strategic Plan articulates a planning process The commitments,
goals, and strategies set forth in the plan indicate the direction the university will
take in order to maintain and enhance excellence in all of its endeavors.
85

A strategy is a product of a policy, however, this might not be always the case as it
is also possible to have a policy formulated from a strategic plan. This
understanding is quite true with most higher learning institutions like universities
where strategic plans are regarded as guides and departure points for most
operational activities. Following this argument and based on practical observation,
the introduction of knowledge management initiatives in organisations is also either
by the formulation of a policy or development of a strategy (International Fund for
Agricultural Development 2007; Soft-AID Computers Limited 2005). According to
Helderman (1999) the knowledge management policy is the policy in which the
organisation makes clear which knowledge is required for its well being. It is based
on the organisation mission, primary goals, and strategy. Mohrman and Finegold
(2000) also inform that a knowledge management strategy guides activities and
instills commitment from knowledge workers, who can plan their own development
and feel that the company has a future. Moreover, Mohrman and Finegold (2000)
note that:
becoming a knowledge company demands much more than programs and
technologies. The focus on knowledge must be built into the fabric of the
organisation. For most companies, successful competing on knowledge demands
fundamental shifts in norms, values and behavior.

The above argument is further strengthened by IFAD (2007), who, when
developing their strategy for knowledge management conducted a baseline
assessment of its current knowledge situation; sought to gather, understand and
apply the lessons learned from the efforts of other institutions.... Based on the
studies, two key premises were identified which should be used when developing
a knowledge strategy. The premises as presented by IFAD (2007) were that:
An institutions strategy for knowledge management must be firmly rooted in
its core competencies, embedded in its work processes and linked tightly to
its main products. Successful knowledge management strategies build on
existing assets; and
86

While appropriate hardware is essential, the key to successful knowledge
management is found in the culture and mindsets of an organisation. The
right mix of incentives is, therefore, critical.

Having established the rationale for creating a knowledge management policy or
strategy, the following section reviews various knowledge management policies
and strategies adopted by various institutions.

2.12 EXAMPLES OF KNOWLEDGE MANAGEMENT POLICIES AND
STRATEGIES ADOPTED BY SELECTED ORGANISATIONS

There are many institutions both in the corporate world and higher learning
institutions that have implemented knowledge management initiatives (Gordon et
al., 2000; Jones 2002; Palmer 2007). The following section provides the policies
and strategies that some of these institutions have put in place.

2.12.1 Examples of Corporate Knowledge Management Policies and
Strategies
This section presents examples of knowledge management policies adopted by
corporate institutions.

2.12.1.1 The Asian Development Bank
Among organisations that have implemented knowledge management policies
include the Asian Development Bank (ADB) (Asian Development Bank 2004). The
ADBs (2004) framework on knowledge management recognises the vital role of
knowledge transfer for achieving its objectives. Through its long term strategic
framework (2001-2015), ADB committed itself to being a learning institution and a
primary source of development knowledge in Asia.

The framework was prepared as a guide to transform ADB into a knowledge-based
organisation. It lays down the goals, purposes, actions, outputs and outcomes
87

necessary for the transformation, starting with improving the cultural and
procedural aspects of knowledge management within ADB. The guidelines for the
framework are based on:
a) Fostering a knowledge-supportive environment an aspect dealing with
corporate culture.
b) Ensuring results orientation and continued improvements - an aspect
dealing with monitoring and evaluation.
c) Enhancing operational relevance an aspect dealing with operational
effectiveness.

With a monitoring and reporting mechanism to review progress quarterly, the
components of the knowledge management framework include:
Improved organisational culture for knowledge sharing;
Improved management system;
Improved business processes and information technology solutions for
knowledge capture, enrichment, storage, and retrieval;
Well-functioning communities of practice; and
Expanded knowledge sharing, learning and dissemination through
external relations and networking.
This framework is an example of a knowledge management policy. Its scope
includes corporate culture considerations for policy compliance and acceptance. It
also brings out issues of monitoring and evaluation for assessing and ensuring
policy effectiveness for operational relevance. Though it has knowledge transfer
and capturing components of knowledge retention, it does not posses critical
knowledge loss assessment mechanism, an indication that the policy was not
designed to enhance knowledge retention per se but to enhance explicit
knowledge management for operational benefit.



88

2.12.1.2 The United States Department of the Interior, Bureau of Land
Management
Another policy document that is of importance to the study is that by the United
States Department of the Interior, Bureau of Land Management (2005). This
document is a knowledge management and retention policy whose objectives are:
(a) To encourage knowledge sharing across the organisation; and
(b) To preserve mission-critical knowledge at risk of being lost, mostly
through attrition of Subject-Matter Experts (SMEs).

The document begins by defining knowledge and knowledge management. It then
presents the policy drivers and a background to the policy through identification of
knowledge management initiatives dating back to 1997. In 2003, a memorandum
of understanding for knowledge sharing was signed. The document further informs
of the BLM workforce plan which has the knowledge retention and transfer
strategies. The policy implementation framework has the following components:
(a) Knowledge sharing / transfer dealing with both tacit and explicit
knowledge.
(b) Knowledge mapping / inventory dealing with access to information
(explicit) and expertise (tacit).
(c) Communities of practice (knowledge stewardship) addressing the
interdisciplinary networks focused on common issues.
(d) Document management (records and directives) dealing with
sharing of policies and operational know-how (and know-why).
(e) Technology enablers dealing with knowledge management
technologies.

This policy document can be viewed as one designed to foster knowledge
retention. Not only does it indicate components of a knowledge retention
programme, but it also indicates the retention of another component of knowledge
- explicit knowledge through its component of document management. This policy
has an integrated approach to knowledge management as it considers both tacit
89

and explicit knowledge. The policy, however, falls short of, among other issues,
corporate culture consideration and critical knowledge loss assessment plan.

2.12.1.3 International Fund for Agricultural Development (IFAD)
Representing Non-Governmental Organisations (NGOs), IFAD is an international
development organisation that has made use of knowledge management as a
business tool. In developing the knowledge management strategy, IFAD (2007)
noted that:
In fulfilling its mandate to enable poor rural people to overcome poverty, IFAD
deals with many types of knowledge. The most critical knowledge for IFAD is
related to developmental practice. It is embedded in IFAD-sponsored
programmes and projects, its staff and partners and, more broadly, in the
development community working on issues of rural poverty and rural development,
including poor rural people and their own organisations

The above recognition of the need to manage its knowledge not only necessitated
the need for a knowledge management strategy but the strategy has been viewed
as a solution to mitigating challenges faced by IFAD in achieving effective
operations. Thus, the strategy addresses four components presented as follows:
Strengthening knowledge-sharing and learning processes.
Equipping IFAD with a more supportive knowledge-sharing and learning
infrastructure.
Fostering partnerships for broader knowledge-sharing and learning.
Promoting a supportive knowledge-sharing and learning culture.

As presented in its knowledge management strategy document, IFDA (2007) as an
institution has noted the changing global economy which requires new
management approaches by taking advantage of the value that emanates from
managing institutional knowledge.


90

2.12.2 Examples of Knowledge Management Policies and Strategies
Adopted in Higher Learning Institutions
This section presents examples of knowledge management policies and strategies
adopted by higher learning institutions.

2.12.2.1 The University of Edinburgh
One of the universities that has explicitly recognised and introduced knowledge
management in its management framework for operational benefit is the University
of Edinburgh. In the year 2003, the University appointed a Vice Principal for
Knowledge Management and Librarian to the University (University of Edinburgh
2007).

From the appointment of the Vice Principal for Knowledge Management, there has
been a strategic plan developed for the knowledge management activities in the
University. The strategic plan views knowledge management as critical to the
fulfillment of the Universitys mission (University of Edinburgh 2003). Based on
this recognition, The University of Edinburghs knowledge management strategy
has been described as a holistic approach to the management of information
created in and used by the institution to create better leverage of the total
knowledge assets of the University to generate innovation in research, learning
and teaching, and efficiency and effectiveness in administration (University of
Edinburgh 2003).

Regarded as a coherent framework [that] presents agreed directions for
knowledge and information functions that align to the mission and objectives of the
university, the scope of the Knowledge Management Strategy for the University of
Edinburgh includes the following:
The management of scholarly resources;
Information support services;
Educational technologies and infrastructure to enhance teaching and
learning;
91

Transferable skills;
Core infrastructure, information and communication technology services,
and networking;
New and emerging technologies; and
Administrative systems and processes.

The knowledge management strategy for Edinburgh University is a comprehensive
document that deals with matters affecting operations of the University. It deals
with both the management of tacit and explicit knowledge based on identified
priorities.

2.12.2.2 Kings College London, University of London
In 2005 Kings College London, a University College, developed a five year
information and knowledge strategy dubbed Living Knowledge 2010 to support its
Strategic Plan (Kings College London 2005). In introducing this strategy, the
College longed to:
Meet increased user expectations for information access and support;
Take advantage of new and emerging technologies;
Stay competitive within the research and teaching sectors;
Be more effective as a learning organisation;
Work in partnership with the local communities; and
Recognise its responsibilities in a global society.

The institution decided to develop the strategy in order to support the creation,
use, sharing and preservation of information and knowledge in support of research,
teaching and administration (Kings College London, 2005:2). In order to support
the above identified functions at the College The Living Knowledge 2010 has the
following goals:
Robust research and learning environments which are accessible twenty-
four hours a day and provide access to a comprehensive range of
resources;
92

Ongoing commitment to knowledge transfer to the wider community with
specialist support in the management of intellectual assets;
Systematic delivery of world class information services which are
designed around Kings diverse need and include the local community;
Investment in workforce development so that all staff and students are
equipped to work and learn in a knowledge-based society;
Explicit recognition of the value of sharing knowledge and information;
Holistic management of business processes to ensure efficiency,
business continuity and access to authoritative, consistent and up to date
corporate information;
The availability of a resilient and secure network and communications
infrastructure; and
The cost effective and legally compliant management of corporate and
research information.

It was envisaged that once commitments to the strategy are put in place, Kings
College would reap the following benefits:
To achieve effective knowledge and information leadership;
To have support for world class research;
To have a flexible and innovative learning support;;
To have a simple and accessible working environment; and
To have comprehensive information and knowledge resources.

The Kings College strategy on information and knowledge management is a
comprehensive approach to addressing the diverse functions in a university. It
recognises the functions of research, teaching and administration and
management.

2.12.2.3 Auckland University of Technology
Like the University of Edinburgh and Kings College, Auckland University of
Technology (AUT) has also jumped on the wagon in recognising the need to
93

manage knowledge in the University. According to Dewe (2005), once the
recognition for introducing knowledge management in the University was
established, a working group was put in place whose purpose was to:
Create and maintain a framework in which all members of the university are
encouraged to share and use knowledge for the benefit of teaching, learning,
research and business goals and which allows them to seamlessly and easily
connect to the information they need, whenever they need it and wherever it is
located.
For purposes of strengthening the universitys position as a university with a
distinctive approach to knowledge management Dewe and Wright (2007) pointed
out that the developed knowledge management framework at Auckland University
of Technology has been recognised by placing the following priority in the
Universitys Strategic Plan:
Creating a framework for sharing and using knowledge, acquired through the
Universitys operations, to enhance learning, teaching, research and other
activities.
Knowledge management at AUT has been adopted to enhance the management,
teaching and research operations at the university. With this focus, the Knowledge
Management Working Group, as indicated by Dewe (2005:5) developed
knowledge management goals that aimed to address the following challenges
identified at the university:
Avoid wasteful duplication of resources;
Eliminate silos of information, where possible;
Avoid staff working with incomplete or out-dated information;
Avoid loss of opportunity;
Informed decision-making;
Improve information literacy skills of the researcher, learner, administrator;
Increase accessibility of recorded internal knowledge;
Discover, use and share recorded worldwide (external) knowledge; and
Asses when integration of knowledge sources is appropriate.

94

2.12.3 Synopsis of Examples of Knowledge Management Policies and
Strategies
The highlighted knowledge management strategies and policies indicate the
diversity of institutions that have underscored the need for managing knowledge.
The policies and strategies have also outlined the need for an integrated approach
to the management of knowledge by recognising an approach that considers both
tacit and explicit knowledge in addressing various challenges. In a nutshell, the
highlighted policies and strategies, viewed collectively, provide enough ground to
develop a knowledge management policy to enhance knowledge retention at an
institution.

2.14 SUMMARY OF CHAPTER TWO

This chapter has shown the strategic importance of managing knowledge in
organisations. It has established a case for retaining university knowledge. A
systematic presentation of drivers for knowledge retention, and citation of what
other universities are doing about knowledge retention has been provided. As
such, the chapter has created enough ground and a building block for coming up
with guidelines for a knowledge management policy to enhance knowledge
retention.

The next chapter, Chapter Three is a detailed presentation of the research story as
used in this dissertation.

95

CHAPTER THREE

RESEARCH APPROACH, DESIGN AND METHODOLOGY

3.0 INTRODUCTION

Research is a complex undertaking that, without a systematic approach, could be
difficult to achieve. This chapter therefore, discusses in detail the research
approach and design employed in this study.

3.1 RESEARCH APPROACH

As already observed in Chapter One, research approaches can be distinguished in
many ways. One such feature used to distinguish research is by classifying it as
either quantitative or qualitative (Myers 2007). This study employed both
quantitative and qualitative research approaches, an approach known as mixed
research (Creswell 2003; Johnson and Christensen 2004). The combination of
these approaches was in cognisance of the fact that both qualitative and
quantitative researches have their shortcomings. However, if combined, the two
approaches could yield more credible results (Creswell, Fetters and Ivankova
2004; Johnson and Christensen 2004). The combination of quantitative and
qualitative research approaches was best for this study in order to make use of
multiple methods for data collection, interpretation and understanding of research
findings within a natural setting (Anderson and Arsenault 1998:119,134; Creswell
2003). This research approach is also common in knowledge management
research due to the fact that it enables the researcher to identify processes,
systems as well as facilitating the determination of effective practices (Squier and
Snyman 2004).




96

3.2 RESEARCH DESIGN

According to Johnson and Christensen (2004) the outline, plan, or strategy used
to arrive at findings for a research question is called the research design. Several
such designs exist for various research purposes and one such design is the case
study (Hancock 2002; Myers 2007; Tellis 1997).

3.2.1 The Case Study
A case study is a research design which provides a detailed story of the study case
(Hancock 2002; Johnson and Christensen 2004:46; Key 1997; Myers 2007; Tellis
1997). There has been a notable increase in the usage of the case study research
approach (Bachor 2000; Myers 2007; Rowley 2002). The increase in the usage of
the case study approach has been attributed to the fact that it allows for in-depth
investigation of a problem (Flyvbjerg 2003; Hancock 2002). Bachor (2000)
contends that the rationale for undertaking case study research has been due to
the fact that it is a convenient and meaningful technique that provides face-value
credibility they can be seen to provide evidence or illustrations with which some
readers can readily identify. In support of Bachors (2000) view, Zucker (2001)
stresses that the key features of a case study are its scientific credentials and its
evidence base for professional applications. As for Rowley (2002), the wide usage
of case study research is mainly due to its capacity to offer in-sights that might not
be achieved with other approaches. To sum-up the fundamental nature of case
study as a research approach, Zucker (2001) stresses that the goal of the case
study method is to describe as accurately as possible the fullest, most complete
description of the case.

Given the above importance, advocacy has been made for the usage of the case
study approach. For instance, Rowley (2002) notes that case study research
usually emerges as an obvious option for students and other new researchers
who are seeking to undertake research based on their workplace or the
comparison of a limited number of organisations. Becker (2005), Hancock (2002),
97

Rowley (2002) and Soy (2006) note the following as some of the virtues associated
with case study research:
It offers a richness and depth of information;
It is a highly versatile research method and employs any and all methods of
data collection from testing to interviewing;
Enables an understanding of a complex issue or object;
Can extend experience or add strength to what is already known through
previous research; and
Puts emphasis on context which can help bridge the gap between abstract
research and concrete practice by allowing researchers to compare their
firsthand observations with the quantitative results obtained through other
methods of research.

Although case study research has been commended for its virtues, it has its
shortcomings. For instance, Becker (2005), Hancock (2002) and Soy (2006)
indicate that some of the short-comings of case study research include biases of
research findings mainly due to over exposure of studied cases and that the small
number of studied cases are difficult to generalise.

Besides the weaknesses associated with case study research identified above,
Soy (2006) contends that many researchers in various disciplines are successfully
carrying out case study research based on carefully planned and crafted studies
of real-life situations, issues, and problems. Thus for the purpose of this research,
the case study design was used. The selection of this design was mainly due to
the need to have a detailed investigation of various knowledge retention practices
at UNZA.

3.3 SAMPLING PROCEDURE AND STUDY SAMPLE

According to Johnson and Christensen (2004:197) Sampling is the process of
drawing a sample from a population. Drawing from the principle fundamental of
98

mixed research (Johnson and Christensen 2004:193) as a mechanism for
addressing the validity of a research undertaking, this study had two sample
frames. The first sample frame comprised participants in the survey while the
second sample frame constituted participants who were interviewed. The
researcher drew two distinct samples from the two sample frames indicated above
in order to comply with the need for a well executed study (Marshall and Rossman
1995).

3.3.1 Stratified Random Sampling
In order to arrive at the number of participants who received the questionnaires, a
probability sampling method called stratified random sampling was used. Stratified
random sampling is a technique in which a population is divided into mutually
exclusive groups (called strata) and then a simple random sample or a systematic
sample is selected from each group (each stratum) (Johnson and Christensen
2004:207). The sample frame comprised the academic members of staff in all the
nine faculties and one directorate totalling four hundred and thirty-four (434). UNZA
has three directorates and among them the Institute for Economic and Social
Research (INESOR) is the only one that undertakes academic tasks such as
teaching and research and thus it was picked for this study. The list for all the
academic members of staff was obtained from the Computer Centre at UNZA.

Once the population was identified, the actual sample of participants in the survey
totalling two hundred and five (205) was scientifically determined using a table to
determine samples of known populations by Payne and Payne (2004). Actual
percentages of participants in each of the ten stratums were calculated as
indicated in Table 3.1.
99

Table 3.1: Population and Sample Frame for the Survey Data Collection

No

Stratum
Population of
each stratum
% of each stratum
from the Total Target
population
Actual no. of
respondents from
each stratum

1

Agriculture

38

9

19

2

Education

56

13

27

3

Engineering

34

8

16

4

Humanities

101

23

47

5

Law

13

3

6

6

Medicine

55

13

27

7

Mines

19

4

8

8

Natural Sciences

74

17

35

9

Veterinary Medicine

29

7

14

10
Institute for Economic
and Social Research

14

3

6

Total

434

100

205

After the number of the actual participants was determined from each stratum,
Microsoft Excel was used to randomly select the individuals who participated in the
research. The names of the respondents were entered into an Excel spreadsheet
where a random selection was performed using the RANDBEWEEN () function.
The random numbers that were generated corresponded to the name of the
selected academic member of staff.

3.3.2 Purposive Sampling
Apart from the stratified random sampling used to identify participants in the
survey, sampling for the participants in the interviews was achieved through a non-
probability sampling technique called purposive sampling. Purposive sampling is
most stressed as the rationale for undertaking case study research (Creswell
2003:185; TESOL 2007). The researcher identified potential respondents who
were in possession of characteristics deemed suitable for the ability to provide
100

required information (Johnson and Christensen 2004:215). Table 3.2 below
indicates the respondents who participated in the interviews:

Table 3.2: Interview Participants

No.

Title of Interviewee and Unit

1

Dean, School of Education

2

Dean, School of Law

3

Dean, School of Medicine

4

Dean, School of Natural Sciences

5

Dean, School of Veterinary Medicine
6 Director, Directorate of Distances Education
(DDE)

7

Director, Computer Centre

8

Director, Directorate of Research and Graduate
Studies (DRGS)

9

Librarian, University Library

10

Deputy Registrar, Academic

11

Deputy Registrar, Administration

12

Deputy Registrar, Council

13

Staff Development Officer

The above list comprised of individuals with diverse roles that were deemed
adequate and representative of most university operations. Interviewing the above
participants was crucial for this study as they brought a different dimension with
regard to the data collected. For instance, some of the data required could only be
collected from individuals involved in management and as such, it was necessary
to purposively select these individuals.
101

3.4 DATA COLLECTION METHODS

While acknowledging the fact that qualitative case studies research makes use of
different methods for data collection, this research study employed the mixed
method approach in order to strengthen the evidence and validity of the study
(Johnson and Christensen 2004:46,193). The sources of data for the research
were both primary and secondary. Depending on the sources of data, different
data collection methods were used.

3.4.1 Secondary Sources of Data
Secondary sources of data include reports, books and articles that contain
information generated for other purposes other than the original one (Johnson and
Christensen 2004:192). Thus a review of both published and unpublished literature
was conducted to address the following research objectives:
i. Determination and assessment of other knowledge management/retention
policies by other institutions;
ii. Determination of what is being done regarding knowledge retention at other
institutions of higher education, internationally and in Africa; and
iii. Establishment of tools, methods and techniques for knowledge assessment,
acquisition and transfer.

The other study objectives (See section 3.4.2 below and Appendix I) were
addressed using primary sources of data.

3.4.2 Primary Sources of Data
Primary data was data collected for the first time by the researcher for purposes of
finding answers to the research objectives (Anderson and Arsenault 1998). As
such, this dissertation collected primary data through questionnaires and
interviews. The following were the objectives that were addressed through primary
sources of data:
i. To identify knowledge assessment practices at UNZA;
102

ii. To identify knowledge acquisition practices at UNZA; and
iii. To identify knowledge transfer practices at UNZA.

As already stated, this study employed mixed research to collect data. As such, the
survey data was collected using a questionnaire while the interview data was
collected using an interview guide.

3.4.2.1 The Questionnaire
There is no doubt that one of the most famous tools for data collection is the
questionnaire (Anderson and Arsenault 1998:170). A questionnaire was designed
for academic members of staff whose general aim was to gather information on
known practices for knowledge retention, assessment, acquisition and transfer
within UNZA.

The questionnaire was designed in such a way that it was mainly based on the
objectives of the study. In order to avoid ambiguity and enhance clarity of what was
required from the respondents, the questionnaire had two broad parts. The first
part was an introduction in which the researcher introduced himself, the research
topic and objectives, how the respondent was chosen as well as instruction for
answering the questions in the questionnaire (see Appendix II). The second part
contained the research questions and had five sections: personal details;
knowledge retention; knowledge assessment; knowledge acquisition; and
knowledge transfer. A definition for knowledge retention, knowledge assessment,
knowledge acquisition and knowledge transfer was provided at the beginning of
each section in order to guide respondents and make them understand what was
required of them. Related concepts were addressed in the relevant section of the
questionnaire. The adherence to such a design enhanced the chances of
completion by respondents (Anderson and Arsenault 1998:170).

The content of the questionnaire was mostly determined from the literature review.
Both closed and open ended questions were provided. With reference to closed
103

questions, multiple choice and Likert scale questions were provided in which
respondents ticked the appropriate choice. On the other hand, spaces for open
ended questions were provided for questions where explanations and details were
required. The questionnaire had a total of thirty-four (34) items on fifteen (15)
pages and thus was relatively longer. Burchell and Marsh (1992) and the Forest
Products Society (2003) verified that high non-response rates are usually
experienced when using lengthy questionnaires. The length of the questionnaire
was to some extent as a result of the researcher having acknowledged the fact that
his audience was of different professional and academic backgrounds and as such
the researcher needed to include some cross checking questions. However, the
researcher held the view that all the questions were necessary if the research
objectives were to be adequately answered.

3.4.2.2 Pre-testing of Data Collection Tools
Pre-testing of data collection tools has been described as one of the major tasks
that should be employed before the actual data collection takes place (Anderson
and Arsenault 1998:178). The researcher recognised the fact that the respondents
were from different academic orientation such as the arts and sciences. As such,
pre-test questionnaires were distributed to three respondents: one in each of the
following schools: Education, Humanities and Social Sciences; and Engineering.
The three schools were chosen as they presented different backgrounds.
Literature informs that the number of individuals that can be used for pre-testing
can range from two to ten, and that the pre-tested individuals should reflect the
actual population of respondents that would be involved in the actual study (Bell
1993:84; Borg and Gall 1989; Cohen, Manion and Morrison 2000; Johnson and
Christensen 2004:177). After the pre-test, some questions were modified to include
aspects such as more answer preferences and cross-check questions. The
interview guide was pre-tested by interviewing the head of the sections for the
Purchasing unit and the Bursars department.

104

Two hundred and five (205) questionnaires were administered to respondents with
a deadline for receiving them back as 9

May 2008. The questionnaires were hand
delivered. However, data collection continued until the month-end of June 2008
when the researcher collected a total of one hundred and twenty-four (124)
questionnaires.

3.4.1.2 The Interviews
Researchers also use interviews as another tool for data collection (Anderson and
Arsenault 1998:190). Interviews were conducted in the months of June and July
2008. For purposes of consistency on data collected, an interview guide document
was designed. The document had two parts. The first part contained the salutation
of the interviewee and introduction of the research topic and objectives. The
second part had four sections addressing knowledge retention, assessment,
acquisition and transfer (See Appendix III). The interview guide had pre-
determined questions to which follow-up questions were made by way of probing
and prompting. The researcher ensured that the discussion bordered within the
purpose of the interview as recommended by Anderson and Arsenault (1998:170).

Most of the interviewees were interviewed in their offices at UNZA except for the
Librarian and the Dean of the School of Law who were interviewed in the Senate
Committee Room II and School of Law Board Room respectively. For the reason
that there was an impasse at UNZA, appointments were secured by the researcher
before the interviews to enable the interviewees to prepare adequately for the
interviews. The prior-preparation by interviewees was deemed necessary by the
researcher as a way to obtain well thought responses. The minimum duration of
the interview sessions was about thirty minutes. The deliberations of the interview
sessions were recorded by way of taking notes and using a tape recorder.
105

3.5 DATA ANALYSIS

The collection of data usually is followed by its analysis. Data analysis refers to the
process of generating value from the raw data (Johnson and Christensen
2004:500). Since this research employed a mixed approach to data collections
both the survey and the interviews data were analysed using appropriate data
analysis techniques. There are a number of data analysis techniques that can be
employed to analyse qualitative and quantitative data.

According to Lewins and Gibbs (2005) Qualitative Data Analysis (QDA) is the
range of processes and procedures whereby we move from the qualitative data
that have been collected into some form of explanation, understanding or
interpretation of the people and situations we are investigating. Bryne (2001)
informs that qualitative studies are unique and often employ unique data analysis
strategies. Taylor-Powell and Renner (2003) also echo similar sentiments as they
indicate that there is no single or best way for achieving order and understating
when analysing and interpreting qualitative data but certainly it requires creativity,
discipline and a systematic approach. Thus Bryne (2001) informs that qualitative
data analysis consists of identifying, coding, and categorising patterns found in the
data. For Taylor-Powell and Renner (2003), the analysis process involves the
following steps:
Get to know your data;
Focus the analysis;
Categorise information;
Identify patterns and connections within and between categories; and
Interpretation bring it all together.

Although it is agreeable that a systematic approach as outlined above is necessary
for data analysis, Taylor-Powell and Renner (2003) further indicate the choice for
either analysing qualitative data manually or using a computer program such as a
word processing program, relational database management program (for example
106

Access) or a special qualitative data analysis program depends on the size of your
data set, resources available, preferences and level of analysis needed or
warranted. There are a number of specialised qualitative data analysis software
that researchers can be able to use. Among them are Atlas/ti, Nudist and NVivo
(Barry 1998; Jones 2007).

On the other hand, quantitative data analysis involves analysing quantifiable data.
Because quantitative data is usually voluminous, application of computer software
that aids the analysis process has been in use for a long time. Common software
used includes SPSS (Jones 2007).

While it has been agreed that specialised qualitative data analysis software
enhance the analysis of large volumes of data (Bryne 2001; Pope, Ziebland and
Mays 2000), researchers have been urged to be mindful of the fact that qualitative
studies are not undertaken with a view to generalise findings and that responsibility
of interpreting the process of analysis is entirely their jurisdiction (Bryne 2001;
Pope, Ziebland and Mays 2000). The researcher took note of this guidance in the
data analysis process in this study and thus limited the use of software to a word
processing program (Microsoft Word).

3.5.1 Survey Data Analysis
Pre-coding of the questionnaire was done while data was being collected. After
the collection of data was complete, emerging responses that were not catered for
in the initial coding were added to the code. The coding provided a platform for
identifying similar patterns from the answers given in the questionnaire. Following
the coding, the collected questionnaires were first checked for errors in responses
as well as identifying unanswered questions before entering into the SPSS
software. Within the survey, the open ended questions involved qualitative data
analysis at some level as the open ended questions provided various responses
upon which themes were developed. The identified themes formed groups where
the various responses were categorised (Taylor-Powell and Renner 2003). Thus,
107

each theme was then assigned a numerical code (Bryne (2001), which was then
entered into the SPSS software. Thus, each code represented a theme a tag
assigned to related views by a group of respondents on a given question. Data
analysis was carried out after data entry for both closed and open ended questions
was complete.

3.5.2 Interview Data Analysis
In collecting the interviews data, the researcher took notes and used a recorder to
record the interview sessions. The recording of the interview sessions in note form
and on a recorder was undertaken to ensure complete capture of discussions.
Transcription of recorded interview sessions in a recorder was done but only for
sections which were identified to be crucial for the study. This part transcription
complemented the hand written notes during the interview sessions.

This study used Microsoft Word computer package in the transcription of the
interview sessions. Content analysis was then applied where the researcher read
all the thirteen transcripts in order to identify themes (Hancock 2002). Hancock
(2002) explains that:
The process of content analysis involves continually revisiting the data and
reviewing the categorisation of data until the researcher is sure that the themes
and categories used to summarise and describe the findings are a truthful and
accurate reflection of the data.

After content analysis was complete, the use of Microsoft Word made it easier to
group similar themes together by simply copying and pasting related themes after
which the researcher analysed the data. The level of computer data analysis
applied was only limited to Microsoft word. Specialised qualitative data analysis
software such as NVivo was not used in the data analysis process mainly because
the researcher did not come across any such software.
108

3.6 VALIDITY AND RELIABILITY OF THE RESEARCH FINDINGS

Issues of validity in research are the basis upon which the worthiness of research
findings can be determined (Creswell 2003:195). The case study research
approach does not dictate the kind of data (qualitative or quantitative) that a
particular case may collect (Meier and Pugh 1986). Both quantitative and
qualitative data were collected and analysed. The rationale for the collection of
both quantitative and qualitative data in case study research is based on the
understanding that when integrated, quantitative and qualitative data become
sufficient enough to capture the trends and details of that situation and therefore,
yield a more complete analysis, and they complement each other (Creswell,
Fetters and Ivankova 2004).

Based on the above understanding, there are established criteria that are used to
assess validity and reliability in both quantitative and qualitative studies. However,
noting that mixed data collection methods can be used in case studies, Johnson
and Christensen (2004:249) indicate that two schools of thought exist on the need
to apply the issue of validity in qualitative research. Where as the other group, for
instance, Smith (1984) argue that validity could be only applied to quantitative
research, others contend that just as validity is useful in quantitative research, so is
the case with qualitative research (Brock-Utne 1996). Thus this debate has led to
the identification of equivalent aspects for the assessment of validity and reliability
in quantitative and qualitative research (Johnson and Waterfield 2004). Table 3.3
indicates the equated criteria for determining validity and reliability in both
quantitative and qualitative research.
109

Table 3.3: Equivalent Assessment Criteria for Quantitative and Qualitative
Research
Quantitative
research
criteria
Qualitati ve
research
equivalents

Definitions




Internal validity


Credibility
When multiple realities revealed by study participants are
represented as adequately as possible, so that those who live
the experience instantly recognize its description and
interpretation (Sandelowaki 1986)


Truth value
Has the researcher established confidence in the truth of the
findings for the subject and the context in which the study
was undertaken? (Krefting 19991, p. 215)



External
validity




Transferability
The ability to transfer working hypotheses between different
settings (Murphy et al. 1998)

Applicability
The degree to which findings can be applied to other settings or
groups; the ability to generalize to larger populations (Krefting
1991)

Fittingness
When findings from the study fit contexts outside it (Mulhall
2000)



Reliability


Dependability
Accounting for variability in the phenomena studied or changes
in research design employed because the iterative process of
inquiry (Marshall and Rossman 1999)
Auditability The ease with which the reader can check the pathway of
decisions, or audit trail, taken by the researcher (Cutliffe and
McKenna 1999)

Neutrality

Confirmability
Neutrality of the data, not the researcher, so that others reach
the same interpretations of meaning and significance as the
original researcher (Chard and Gaberson 2001)

Adapted from Johnson and Waterfield (2004)

Johnson and Christensen (2004:249) also echo the above assessment criteria as
they stress that validity in qualitative research refers to research with the following
attributes:
Plausible;
Credible;
110

Trustworthy; and
Defensible.

According to Johnson and Christensen (2004:249) and Johnson and Waterfield
(2004), a number of strategies can be used to achieve the above presented validity
and reliability assessment attributes in qualitative research. These include
sampling, respondent validation, triangulation, audit trail and reflexivity (Johnson
and Christensen 2004:249; Johnson and Waterfield 2004). The strategy used for
this study was triangulation (Creswell, Fetters and Ivankova 2004). According to
Johnson and Waterfield (2004) triangulation requires the researcher to examine
data collected from different sources or by different methods or researchers, or
findings derived from different analytical procedures. This study complied with this
requirement, as data was collected using questionnaires and interviews, and
different techniques were used to analyse the quantitative and qualitative data
collected. Triangulation was employed to enhance the credibility and dependability
of the research findings (Creswell 2003:196; Johnson and Christensen 2004:254;
Johnson and Waterfield 2004).

In terms of reliability, this research ensured that it was achieved through the use of
an interview guide where the same pattern of questioning was made on each
interviewee. On the other hand, the questionnaire distributed had same questions.
Thus in as far as reliability of data collected was concerned, there was
consistence. Further, every step that was taken during the data collection process
was recorded. Therefore, it is possible that if another researcher undertook this
research under similar conditions, they would be able to arrive at the findings that
have been obtained in this study. Thus, it is possible to replicate the data collection
methodology.




111

3.7 RESEARCH ETHICAL CONSIDERATIONS

One of the major cautions that each researcher must observe before undertaking
any research involves consideration of ethics within which to carry out the research
(Creswell 2003). Knowing too well that the researcher was an employee at UNZA
and that any sources of data used for the study could have consequences,
permission was requested and granted to conduct interviews and use
documentation relevant for this study. (See Appendices IV and V)

3.8 EVALUATION OF THE RESEARCH METHODOLOGY

It is understood that any research methodology has its own challenges and this
research study is no exception. A number of challenges were faced. Among those
faced was the response rate for the survey. Ngulube (2005) notes that response
rate is a concern for most surveys, however ability to report on it reflects the quality
of the survey. Thus, taking this stance, both unit and item non-response were
faced. Item non-response was faced such that in some cases, some
questionnaires were only answered half way while in other questionnaires some
questions were not attempted. For item non-response on questions such as
question twenty-four (See Appendix II) in the questionnaire where respondents
were required to indicate whether a knowledge transfer activity existed and was
used the researcher normalised situations where the respondent answered No
on exist but did not give an answer on used by ticking No on used. For item
non-response for questions that were not attempted at all, the researcher
considered such questions as unanswered and labelled them non-response. On
the other hand, unit response was more observed than item non- response. Out of
the two hundred and five (205) questionnaires distributed, the researcher was only
able to collect one hundred and twenty-four (124) questionnaires. Thus, only sixty
per cent (60%) of the total distributed questionnaires were collected.

112

A number of reasons could be attributed to the high non-response rate incurred in
this study. Firstly, the questionnaires were distributed at the time the University had
opened for the first semester of the 2008 academic year. As such, most
respondents expressed willingness to fill the questionnaire but had other
responsibilities such as participation in registration and preparation of academic
activities. Thus, although the earliest date the researcher had requested
respondents to return the questionnaire was 9

May 2008, this target was not
achieved. As a result, extensions were made. Numerous visits were made to
respondents as reminders. Depending on personal preference, phone calls and
SMS were used as reminders to those respondents who wished to be reminded in
such a manner. Despite the efforts made, some respondents were reported to
have gone on leave without returning the questionnaires while others kept on
promising to return the questionnaires but to no avail.

Secondly, just after the University opened in April 2008, there was a go-slow as
Trade Unions in the University urged their members to work slowly while they were
negotiating for better conditions of service. Thus, it was difficult to find respondents
in their offices. This problem was equally faced with certain heads of units that the
researcher needed to interview. The go-slow continued until the end of July 2008
when the University officially went on recess for three weeks. The recess was
further extended to 21 September 2008.

Despite the above challenges, the combination of the data collection methods was
a good approach in view of the research problem investigated and the combination
of different types of employees in the University. For instance, the researcher was
able to note that tasks for academic staff and those for support staff (as provided
by the interviewees) were more less a situation of guns and roses, except in few
situations. While the survey was conducted on the academic members of staff, the
number of tasks performed by this group of staffs are different from those
performed by, for instance, support staff in the Computer Centre or the Library, let
alone those in the Bursars department, Human Resources units and the University
113

Clinic. However, this was well complemented by the interviews, where both heads
of academic units and non academic units were interviewed.

It may be useful for anyone wishing to undertake a similar research under similar
environments to be mindful of peak periods in terms of work load. It may be
necessary to probably have focus group discussions with support staff or better still
to have two questionnaires designed for the academics and supports staff to
enhance their response rate. Notwithstanding, and considering that the survey and
interview inquired on the same issues, the researcher was able to form a pattern of
consistence on the results obtained.

3.9 SUMMARY OF CHAPTER THREE

This chapter presented the methodology used in this study. The approach used for
selection of respondents and interviewees has been explained, methods used for
data collection have been discussed and an evaluation of the methodology has
been provided. The next chapter, Chapter Four, presents findings of the study
based on data collected through document review, interviews and questionnaire.
114

CHAPTER FOUR

PRESENTATION OF RESEARCH FINDINGS

4.0 INTRODUCTION

The previous chapter addressed the methodology used in data collection for the
study. The case study approach employed both qualitative and quantitative
methods for data collection. The qualitative methods included document review
and interviews while the quantitative method involved the administration of a
questionnaire to academic members of staff.

This chapter presents findings of the data collected for the study. Data was
collected based on the objectives of the study as they appear in Appendix I. The
first section presents findings from the document review. This is followed by
findings of the survey on academic members of staff. The last findings presented
are those for the interviews carried out with various heads of units at UNZA.

4.1 FINDINGS FROM REVIEWED DOCUMENTS

Various documents were reviewed including books, articles and reports. The
researcher made use of the UNISA and the UNZA libraries to access various
documents that were deemed relevant to the study. A number of electronic
resources were accessed through the mentioned libraries. The documents
reviewed helped the researcher to deepen the scope of his understanding of the
problem under investigation and also provided answers to the following objectives
of the study:
Determine and assess knowledge management/retention policies by higher
learning institutions;
Determine what is being done regarding knowledge retention at other
institutions of higher education, internationally and in Africa; and
115

Establish tools, methods and techniques for knowledge assessment,
knowledge acquisition and knowledge transfer.

The following section presents summary findings on the above objectives as
reviewed in Chapter Two of this study.

4.1.1 Knowledge Management/Retention Policies in Higher Learning
Institutions.
The documents reviewed as presented in Chapter Two covered various university
functions in which knowledge management activities have been recommended
and, in some cases, already adopted. Table 4.1 below provides a summary of
findings on knowledge management/retention policies available in various
universities:

Table 4.1: Higher Learning Institutions with KM Polices/Strategies

Institution

Purpose of KM policy/strategy


The University of Edinburgh
Knowledge Management strategy for managing
information resources and leveraging knowledge
assets to generate innovation in research,
learning and teaching and effectiveness in
administration. (University of Edinburgh 2005)

Kings College London, University of
London

Living knowledge 2010 strategy that support the
creation, use, sharing and preservation of
information and knowledge in support of research,
teaching and administration. (Kings College
London, University of London 2005)


Auckland University of Technology
Knowledge Management framework for sharing
and using knowledge acquired through the
universitys operations to enhance learning,
teaching, research and other activities.( Dewe and
Wright 2007)


116

4.1.2 Knowledge Retention at other Institutions of Higher Education:
Internationally and in Africa
The study also wished to know what exactly has been done regarding knowledge
retention at higher learning institutions internationally and in Africa. As can be
observed from Table 4.1 above, formal efforts to manage knowledge in universities
exist. In addition to the above universities with formalised knowledge management
policies and strategies, other institutions of higher learning are also making strides
to retain their operational relevant knowledge. Table 4.2 below presents a
summary of such institutions as has been deduced from Chapter Two.

Table 4.2: Higher Learning Institutions Addressing Knowledge Retention
Challenges

Institution
Knowledge retention
driver
Knowledge retention efforts being
made

University of California

Attrition challenges
Key knowledge transfer issues reviewed
and knowledge management strategies
proposed (University of California 2006)

University of South
Australia

Attrition challenges
Devised strategies for retaining vital
knowledge by capturing and transferring
functional and technical expertise
(University of South Australia 2007)
Universities of Kwa-Zulu
Natal, Pretoria, Cape Town,
Witwatersrand, Western
Cape
Attrition and capacity
building challenges
Formal mentorship programmes (Cloete
and Galant 2005)

4.2 FINDINGS FROM THE QUESTIONNAIRE

The section presents findings from the survey conducted among academic
members of staff. The questionnaire addressed all the objectives of the study and
had five sections namely, personal details, knowledge retention, knowledge
assessment, knowledge acquisition and knowledge transfer.

117

4.2.1 Characteristics of the Respondents
The researcher was interested to know the respondents age group, gender and
duration in academic ranks.

4.2.1.1 Age Groups for the Respondents
With regard to the age composition of the respondents, one (0.8%) was less than
twenty-four years, seven (5.6%) were between 25-29 years, twenty-five (20.2%)
were between 30-34 years, eight (6.5%) were between 35-39 years, twenty-five
(20.2%) were between 40-44 years, twenty-one (16.9%) were between 45-49
years, while thirty-seven (29.8%) were above fifty years. Figure 4.1 below presents
a summary of age groups of respondents.

Figure 4.1: Age of Respondents
0
5
10
15
20
25
30
35
40
1
Age
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s
Less than 24
years
25-29 years
30-34 years
35-39 years
40-44 years
45-49 years
Above 50 years


4.2.1.2 Gender of Respondents
In terms of gender, Figure 4.2 below indicates that twenty-five (20.2%) were
female and ninety-nine (79.8%) were male.

118

Figure 4.2: Gender
0
20
40
60
80
100
120
Female Male
Gender
N
u
m
b
e
r

o
f

R
e
s
p
o
n
d
e
s


4.2.1.3 Number of Years in Academic Rank
With regard to the number of years served at UNZA, eight (6.5%) had served for
less than one year, twenty-four (19.4%) had served between one to three years,
twenty-two (17.7%) had served between four to six years, eight (6.5%) had served
between seven and nine years while sixty-two (50.0%) had served for more than
ten years. The summary number of years served at UNZA is presented in Figure
4.3 below:

Figure 4.3: Number of Years In Academic Rank
0
10
20
30
40
50
60
70
Less than
1 year
1-3 years 4-6 years 7-9 years 10+
years
Years served at UNZA
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s

4.2.2 Knowledge Retention
This section aimed at establishing UNZA practices for knowledge retention.
Questions on availability of knowledge retention policies, knowledge loss through
attrition, faced attrition challenges, control measures for faced attrition challenges
119

as well as available systems/mechanisms/tools for sustaining operations were
asked.

4.2.2.1 Availability of a Knowledge Retention Policy
On the availability of knowledge retention policies in schools/departments at
UNZA, forty-two (33.9%) revealed that they had a knowledge retention policy in
their schools/departments while seventy-two (58.1%) indicated that they did not
have any knowledge retention policy in their schools/departments. Ten (8.1%) did
not answer this question.

4.2.2.2 Deprivation of Relevant Operational Academic Knowledge
Through Attrition
In order to ascertain the impact of knowledge loss through attrition challenges,
respondents were asked to indicate whether academics that leave their
school/department for other schools/departments within UNZA or indeed leaving
UNZA for other institutions deprived UNZA of relevant operational knowledge.
Sixty-three (50.8%) strongly agreed while forty-six (37.1%) agreed, five (4.0%) had
no opinion on the matter, seven (5.6%) disagreed and three (2.4%) strongly
disagreed. Figure 4.4 below is a summary of views expressed on deprivation of
relevant operational knowledge.

Figure 4.4: Attrition and Deprivation of Relevant Operational Knowledge
0
20
40
60
80
Strongly
agree
Agree No
opinion
Disagree Strongly
disagree
Depri vi ati on of rel evant operati onal knowl edge
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s

120

4.2.2.3 Faced Attrition Challenges
Respondents were also asked to specify the various attrition challenges they had
faced in their schools/departments. Retirements (58.9%), deaths (58.1%) and
resignations (64.5%) were among those identified as pronounced attrition
challenges faced by the schools/departments, as compared to transfers (18.5%)
and secondments (26.6%). Table 4.3 summarises responses on the various
attrition challenges faced in the schools/departments.

Table 4.3: Faced Attrition Challenges

Attrition challenge

Yes

No
Non-
Response

Retirements
73
(58.9%)
30
(22.6%)
21
(16.9%)

Deaths
72
(58.1%)
28
(24.2%)
24
(19.4%)

Resignations
80
(64.5%)
21
(16.9%)
23
(18.5%)

Transfers
23
(18.5%)
52
(41.9%)
49
(39.5%)

Secondments
33
(26.6%)
48
(38.7%)
43
(34.7%)

4.2.2.4. Available Systems/Mechanisms/Tools for Sustenance of
Operations
The researcher further inquired on the available systems/mechanisms/tools that
the schools/departments were using to preserve relevant operational knowledge
that ensure sustenance of operations. Although sixty-nine (55.6%) revealed that
they were not aware of knowledge preservation methods, responses received from
fifty-five (44.4%) respondents included the availability of the following
systems/mechanisms/tools:
Research publications, articles and books;
Holding of seminars/workshops;
121

Collaborative/team work in academic functions, understudying departing
staff and mentorship of junior academics and Staff Development Fellows;
Encouraging documentation, handover and retention of official records of
activities (teaching materials, modules, manuals, reports, tests, course
outlines, assignments, hand books and subject files);
Recruitment of staff on contract, engagement of departed staff on part-time
basis;
Training of staff; and
Exit interviews.

4.2.2.5. Critical Knowledge that should be acquired for new Entrants
For respondents who were not aware of any systems/mechanisms/tools that the
schools/departments were using to preserve relevant operational knowledge that
ensure sustenance of operations, a question was asked to state the critical
knowledge that the schools/departments should at least acquire from the departing
employee as well as knowledge that should be made available to a newly
appointed academic. Of the fifty-five (44.4%) who were eligible to answer this
question (those who were not aware of any systems/mechanisms/tools), twenty-six
(21%) did not answer while twenty-nine (23.4%) mentioned the need to acquire the
following critical knowledge from a departing academic member of staff:
Research knowledge and publications;
Briefing and handover of relevant operational material such as lecture and
laboratory notes, books, handbooks and administrative records;
Acquisition of documentation on relevant operations such as student
management, course handling, university procedure, consultancy seeking,
and curriculum development; and
Soliciting reasons for departure, acquiring external contacts used for
university operations and personal contacts.



122

4.2.2.6. Recommended Method for Retention of Knowledge
Respondents were also asked to recommend a method that should be used to
retain knowledge that may be lost. Of the fifty-five (44.4%) who were eligible to
answer this question, nineteen (15.3%) did not answer while thirty-six (29%)
recommended the following methods for the retention of knowledge that may be
lost:
Improve conditions of service and employ young or new Lecturers on
permanent basis to enhance their sense of belonging;
Facilitate adequate support and motivation through improved work
environments, provision of materials for teaching, and procurement of
scientific research equipments;
Facilitate incentives for further studies;
Creating databases where all notes and course materials could be kept in
soft and also hard copies organised on the basis of areas of specialisation;
Holding workshops and seminars;
Request academics to compile booklets (teaching materials, manuals) for
the courses they teach, submission of dossiers annually reflecting
experience on teaching methods, narrative, case book and recommendation
and establishing good record keeping methods;
Engaging departed staff as consultants, part-time employees or guest
Lecturers; and
Encouraging team work, exchange programmes, understudy departing
members of staff, recruitment of staff development fellows and encouraging
experienced staff to transfer knowledge to the young academics.

4.2.2.7. UNZA Requires a Knowledge Retention Policy
Lastly and in order to ascertain the extent to which the University was addressing
knowledge retention issues, the last question of the questionnaire determined the
extent to which respondents agreed with the statement that UNZA required a
knowledge management policy to enhance knowledge retention for operational
benefit. Eighty-one (65.3%) strongly agreed with the statement while thirty (24.2%)
123

only agreed with the statement. Eleven (8.9%) expressed no opinion on the
statement and two (1.6%) strongly disagreed with the statement. Figure 4.5 below
presents the extent to which the University was addressing knowledge retention
issues.
Figure 4.5: UNZA Needs a Knowledge Retention Policy
0
10
20
30
40
50
60
70
80
90
Strongly
agree
Agree No opinion Strongly
disagree
Need for a knowl edge retenti on pol i cy
N
u
m
b
e
r

o
f

R
e
s
p
o
n
d
e
n
t
s


4.2.3 Knowledge Assessment
This section aimed at establishing UNZA practices for knowledge assessment.
Questions were asked on the availability and importance of documented
processes, policies, work manuals and procedures, statements on communication
of knowledge assessment aspects and availability of knowledge auditing by way of
possession of skills and competencies inventories.

4.2.3.1 Availability of Documented Processes
On the availability of documented processes in their schools/departments,
seventeen (13.7%) indicated the availability of documented work activities on the
teaching function such as course outlines, time tables (contact hours), preparation
of lesson plans, preparation of assessment methods including assignments, tests
and setting of examination questions, sixty-seven (54.0%) stated that they did not
know any available documented work process and thirty-nine (31.5%) remained
mute on the matter.

124

4.2.3.2 Availability of Documented Policies
On the availability of documented policies available in their schools/departments,
two (1.6%) indicated the availability of the University Calendar as a document that
contains the University Act and other policies, two (1.6%) mentioned the availability
of a policy on conditions of service, nine (7.3%) indicated the availability of policies
on teaching activities such as continuous assessment, tests, examinations and
grading of student projects, one (0.8%) mentioned the university strategic plan, two
(1.6%) stated the availability of policy governing training of staff, two (1.6)
mentioned the consultancy policy, one (0.8%) stated that UNZA had a policy on
student field placements, fifty-eight (46.8%) stated that they were not aware of any
documented policies and forty-six (37.1%) had no response on the matter.

4.2.3.3 Availability of Documented Work Manuals
On the availability of documented work manuals available in their
schools/departments, eleven (8.9%) indicated the availability of laboratory
manuals, seven (5.6%) stated that schools had handbooks, six (4.8%) mentioned
availability of manuals containing lecture notes, five (4.0%) mentioned availability
of manuals containing course programmes and syllabuses, fifty-six (45.2%) did not
know any available manuals, forty-one (33.1%) did not respond to the question.

4.2.3.4 Availability of Documented Procedures
On the availability of documented procedures available in their
schools/departments, one (0.8%) indicated that procedures were known by
practice and not documented, four (3.2%) indicated that there were procedures on
examinations, two (1.6%) stated that there were laboratory diagnostic procedures,
one (0.8%) indicated the availability of procedures on academic recruitment, one
(0.8%) indicated the availability of procedures on student enrolment, sixty-one
(49.2%) stated that they did not know any procedures while fifty-four (43.5%)
remained mute on the question.

125

4.2.3.5 Importance attached to the use of Documented Processes,
Policies, Work Manuals and Procedures
On the importance attached to the use of documented processes, policies, work
manuals and procedures in enhancing academic work in their
schools/departments, Figure 4.6 below indicates that fifty (40.3%) stated that they
were very important, thirty-two (25.8%) said they were important, thirty-four
(27.4%) had no opinion, six (4.8%) said they were somewhat important and two
(1.6%) stated that they were not important.

Figure 4.6: Importance of Documented Processes, Policies, Work Manuals
and Procedures
0
10
20
30
40
50
60
Very
important
Important No opinion Somewhat
important
Not
important
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s


4.2.3.6 Communication
In order to further verify respondents views on knowledge assessment, statements
on communication were asked. Out of the eight (8) statements provided,
respondents only agreed with one (1) of them, acknowledging that the
department/programmes objectives and strategies were clearly written and
communicated with all academics, as 14.5% strongly agreed and 46.0% agreed
with the statement, providing an overall positive response of 60.5%. Table 4.4
below summarises responses on the asked knowledge assessment statements on
communication.
126

Table 4.4: Statements on Knowledge Assessment

Statement
Strongly
agree
Agree No
opinion
Disagree Strongly
disagree
The department/programmes objectives
and strategies are clearly written and
communicated with all academics

18
(14.5%)

57
(46.0%)

16
(12.9%)

23
(18.5%)

10
(8.1%)
The department/programmes policies are
clearly communicated with all employees
10
(8.1%)
41
(33.1%)
34
(27.4%)
28
(22.6%)
11
(8.9%
Databases of good work practices,
lessons learned or listing of experts are
regularly updated in
department/programmes

12
(9.7%)

30
(24.2%)

24
(19.4%)

38
(30.6%)

20
(16.1%)
Documents providing information
regarding new knowledge created are
periodically circulated in the
school/department

11
(8.9%)

34
(27.4%)

32
(25.8%)

35
(28.2%)

12
(9.7%)
The data and information are
disseminated on a regular basis through
both electronic and traditional information
channels

10
(8.1%)

25
(20.2%)

36
(29.0%)

38
(30.6%)

15
(12.1%)
Discussion forums are organized in the
department/programme on time basis in
order to encourage people' knowledge
transfer.

12
(9.7%)

32
(25.8%)

29
(23.4%)

33
(26.6%)

18
(14.5%)
Academics transfer knowledge through
regularly updating databases of good
work practices, lessons learned or listings
of experts

4
(3.2%)

27
(21.8%)

38
(30.6%)

38
(30.6%)

17
(13.7%)
Academics transfer knowledge through
facilitating collaborative work by projects
teams that are physically separated
("virtual teams")

6
(4.8%)

28
(22.6%)

42
(33.9%)

32
(25.8%)

16
(12.9%)

127

4.2.3.7 Availability of Skills and Competencies or Inventories
The researcher also sought to find out if the schools/departments had skills and
competencies inventories. Figure 4.7 below indicate that forty-five (36.3%) said
yes, sixty-two (50.0%) said no and seventeen (13.7%) remained mute on the
matter.

Figure 4.7: Availability of Skills and Competencies Inventory
0
10
20
30
40
50
60
70
Yes No None Response
Avai l abi l i ty of ski l l s/competenci es i nventory
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s


4.2.4 Knowledge Acquisition
This section aimed at establishing UNZA practices for knowledge acquisition.
Organisational knowledge acquisition refers to the possession of relevant
operational knowledge through various activities with a view to foster efficiency and
effectiveness in the performance of organisational functions (Choo 2001; DeLong
2004; Liou 1990; Man 2006). Based on the various academic functions performed
in most universities, respondents were asked to indicate the academic functions in
which they had been involved in before joining UNZA, had training at the time they
joined UNZA and expression of view on proposed professional training that should
be made available to academic staff. Questions on the use of other knowledge
acquisition methods such as brainstorming, subject matter experts, expert
systems/knowledge bases as well as after action reviews were asked.

128

4.2.4.1 Experience in Teaching, Research, Curriculum Development,
Academic Citizenship or Public Life, and Consultancy at the
Time of Joining UNZA
On teaching, sixty-eight (54.8%) indicated that they had teaching experience
before they joined UNZA, fifty-three (42.7%) said they did not have teaching
experience before joining UNZA and three (2.4%) did not respond to the question.

On research, ninety-one (73.4%) indicated that they had research experience
before they joined UNZA, thirty (24.2%) said they did not have research
experience before joining UNZA and three (2.4%) did not respond to the question.

On curriculum development, thirty (24.2%) indicated that they had curriculum
development experience before they joined UNZA, seventy (63.7%) said they did
not have curriculum development experience before joining UNZA and fifteen
(12.1%) did not respond to the question.

On academic citizenship or public life, fifty-one (41.1%) indicated that they had
academic citizenship or public life experience before they joined UNZA, fifty-four
(43.5%) said they did not have academic citizenship or public life experience
before joining UNZA and nineteen (15.3%) did not respond to the question.

On consultancy, fifty-six (45.2%) indicated that they had consultancy experience
before they joined UNZA, fifty-seven (46.0%) said they did not have consultancy
experience before joining UNZA and eleven (8.9%) did not respond to the
question.

4.2.4.2 Professional Training in Teaching, Research, Curriculum
Development, Academic Citizenship or Public Life, and
Consultancy
Having determined their participation in various academic functions before they
had joined UNZA, respondents were asked to indicate the academic functions in
129

which they were professionally trained at the time they joined UNZA other than just
having acquired the Bachelors, Masters and PhD qualifications.

On training in teaching, fifty (40.3%) indicated that they had specialised training in
teaching at the time they joined UNZA, sixty-seven (54.0%) said they did not have
any specialised training in teaching at the time they joined UNZA and seven (5.6%)
remained mute on the subject.

On training in research, fifty-six (45.2%) indicated that they had specialised
training in research at the time they joined UNZA, sixty-two (50.0%) said they did
not have any specialised training in research at the time they joined UNZA and six
(4.8%) remained mute on the subject.

On training in curriculum development, twenty-nine (23.4%) indicated that they had
specialised training in curriculum development at the time they joined UNZA,
eighty-one (65.3%) said they did not have any specialised training in curriculum
development at the time they joined UNZA and fourteen (11.3%) remained mute
on the subject.

On training in academic citizenship or public life, twenty-eight (18.5%) indicated
that they had specialised training in academic citizenship or public life at the time
they joined UNZA, seventy-six (61.3%) said they did not have any specialised
training in academic citizenship or public life at the time they joined UNZA and
twenty (16.1%) remained mute on the subject.

On training in consultancy, twenty-three (18.5%) indicated that they had
specialised training in consultancy at the time they joined UNZA, eighty-four
(67.7%) said they did not have any specialised training in consultancy at the time
they joined UNZA and seventeen (13.7%) remained mute on the subject.


130

4.2.4.3 Necessity for Specialised Training in Specialised Courses
Having determined their participation in specialised professional training in the
various academic functions, respondents were also asked to state whether it was
necessary or unnecessary for academics to undergo training in some specialised
courses in order to enhance their performance.

On undergoing specialised training in induction/orientation to functions, policies
and procedures at the University in general and the school/department in
particular, one hundred and eleven (89.5%) indicated that it was necessary to
undergo such training, six (4.8%) indicated that such training was unnecessary
while seven (5.6%) had no opinion on the question.

On undergoing specialised training in teaching methodology, one hundred and
fourteen (91.9%) indicated that it was necessary to undergo such training, seven
(5.6%) indicated that such training was unnecessary while three (2.4%) had no
opinion on the question.

On undergoing specialised training in research methodology, one hundred and ten
(88.7%) indicated that it was necessary to undergo such training, seven (5.6%)
indicated that such training was unnecessary while seven (5.6%) had no opinion
on the question.

On undergoing specialised training in curriculum development, one hundred and
seven (86.3%) indicated that it was necessary to undergo such training, seven
(5.6%) revealed that such training was unnecessary while ten (8.1%) had no
opinion on the question.

On undergoing specialised training in school/departmental administration and
management, ninety-three (75.0%) indicated that it was necessary to undergo
such training, sixteen (12.9%) indicated that such training was unnecessary while
fifteen (12.1%) had no opinion on the question.
131

On undergoing specialised training in general and specialised computer
programmes, one hundred and one (81.5%) indicated that it was necessary to
undergo such training, twelve (9.7%) indicated that such training was unnecessary
while eleven (8.9%) had no opinion on the question.

4.2.4.4 Necessity for Other Specialised Training
Besides the need to have specialised training in the above presented aspects,
respondents indicated that short training courses should be introduced in the
following areas:
Academic/student counseling
Management training in project management, time management, leadership
skills, human resource management, communication skills, human relations,
financial management, strategic planning, retirement planning, entrepreneur
training and stress management
Research skills, proposal writing, scientific paper writing, writing for
publication, peer review of academic papers and statistical analysis
Consultancy
The use of Information Communication Technologies (ICTs) in teaching and
research, information sharing and database management
Ethics of academic life

4.2.4.5 Knowledge Acquisition Through Brainstorming
On handling challenges using brainstorming, Figure 4.8 below indicates that
seventy-six (61.3%) agreed that brainstorming was in use in their
schools/departments while forty-eight (38.7%) declined the use of brainstorming.






132

Figure 4.8: Use of Brainstorming


4.2.4.6 Consultations with Subject Matter Experts
On handling operational challenges by way of consultations with staff considered
knowledgeable in the challenge being addressed, according to Figure 4.9 below,
one hundred and one (81.5%) agreed while twenty-three (18.5%) declined the use
of consultations in their schools/departments.

Figure 4.9: Consultations with Subject Matter Experts



0
10
20
30
40
50
60
70
80
Yes No
Use of Brainstorming













N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s

0
20
40
60
80
100
120
Yes No
Use of Subject Matter Experts

Number of respondents
133

4.2.4.7 The use of Expert Systems/Knowledge Bases
On handling operational challenges by referring to an expert system or knowledge
base, Figure 4.10 below indicates that thirty-eight (30.6%) agreed that expert
system or knowledge base were in use in their schools/departments while eighty-
six (69.4%) declined the use of expert system or knowledge base.

Figure 4.10: Use of Expert Systems/Knowledge Bases
0
10
20
30
40
50
60
70
80
90
100
Yes No
Use of expert system/knowl edge bases
N
u
m
b
e
r

o
f

r
e
s
p
o
n
d
e
n
t
s

4.2.4.8 The use of After Action Reviews
On holding of sessions to reflect on how effective efforts made to handle
operational challenges have been, seventeen (13.7%) indicated that such sessions
were held very often, fifty-one (41.1%) revealed that such sessions were held
sometimes, ten (8.1%) had no opinion on the matter, thirty-seven (29.8%)
indicated that such sessions, were rarely held and nine (7.3%) revealed that such
sessions were never held at all. Figure 4.11 below summaries this information.

134

Figure 4.11: Use of After Action Reviews

4.2.5 Knowledge Transfer
This section aimed at establishing UNZA practices for knowledge transfer.
Organisational knowledge transfer involves a number of practices whose aim is to
enable an organisation sustain its operational relevant knowledge. With this
understanding, respondents were asked to indicate available and formalised
knowledge transfer practices.

4.2.5.1 Existing and Used Knowledge Transfer Practices
Having established whether knowledge transfer was being practiced in the
schools/departments, the researcher sought to determine the various knowledge
transfer activities practiced. Thus, the following section presents findings on the
existence and usage of such knowledge transfer activities.

On the existence and usage of succession planning as a knowledge transfer tool,
thirty-four (27.4%) acknowledged the existence of succession planning, fifty-two
(41.9%) declined the existence of succession planning and thirty-eight (30.6%) did
not respond to the existence of succession planning. On the other hand, twenty-
three (18.5%) indicated that succession planning was practiced in their
0
10
20
30
40
50
60
Very often Sometimes No opinion Rare Never
Use of After Action Reviews


Number of respondents
135

schools/departments, eleven (8.9%) declined the use of succession planning in
their school/department and ninety (72.6%) were not eligible to answer this
question.

On the existence and usage of communities of practice as a knowledge transfer
tool, twelve (9.7%) acknowledged the existence of communities of practice, fifty-six
(45.2%) declined the existence of communities of practice and fifty-six (45.2%) did
not respond to the existence of communities of practice. On the other hand, ten
(8.1%) indicated that communities of practice was practiced in their
schools/departments, two (1.6%) declined the use of communities of practice in
their school/department and one hundred and two (67.7%) were not eligible to
answer this question.

On the existence and usage of coaching as a knowledge transfer tool, twenty-six
(21%) acknowledged the existence of coaching, fifty-two (41.9%) declined the
existence of coaching and forty-six (37.1%) did not respond to the existence of
coaching. On the other hand, fifteen (12.1%) indicated that coaching was practiced
in their schools/departments, eleven (8.9%) declined the use of coaching in their
school/department while ninety-eight (79.0%) were not eligible to respond to this
question.

On the existence and usage of knowledge repositories as a knowledge transfer
tool, thirty-nine (31.5%) acknowledged the existence of knowledge repositories,
forty-one (33.1%) declined the existence of knowledge repositories and forty-four
(35.5%) did not respond to the existence of knowledge repositories. On the other
hand, thirty (24.2%) indicated that knowledge repositories were available in their
schools/departments, nine (7.3%) declined the use of knowledge repositories in
their school/department while eighty-five (68.5%) were not eligible to respond to
whether knowledge repositories were being used in their schools/departments.

136

On the existence and usage of story telling as a knowledge transfer tool,
seventeen (13.7%) acknowledged the existence of story telling, fifty-eight (46.8%)
declined the existence of story telling and forty-nine (39.5%) did not respond to the
existence of story telling. On the other hand, thirteen (10.5%) indicated that story
telling was practiced in their schools/departments, four (3.2%) declined the use of
story telling in their school/department while one hundred and seven (86.3%) were
not eligible to respond to this question.

On the existence and usage of orientation, general and job specific as a
knowledge transfer tool, forty-nine (39.5%) acknowledged the existence of
orientation, general and job specific, forty-one (33.1%) declined the existence of
orientation, general and job specific and thirty-four (27.4%) did not respond to the
existence of orientation, general and job specific. On the other hand, thirty-three
(26.6%) indicated that orientation, general and job specific was practiced in their
schools/departments, sixteen (12.9%) declined the use of orientation, general and
job specific in their school/department while seventy-five (60.5%) were not eligible
to respond to this question.

On the existence and usage of mentorship, formal and informal as a knowledge
transfer tool, sixty-seven (54%) acknowledged the existence of mentorship, formal
and informal, thirty (24.2%) declined the existence of mentorship, formal and
informal and twenty-seven (21.8%) did not respond to the existence of mentorship,
formal and informal. On the other hand, forty-seven (37.9%) indicated that
mentorship, formal and informal was practiced in their schools/departments, twenty
(16.1%) declined the use of mentorship, formal and informal in their
school/department while fifty-seven (46.0%) were not eligible to respond to this
question.

On the existence and usage of job rotation as a knowledge transfer tool, seventy-
five (60.5%) acknowledged the existence of job rotation, twenty-four (19.4%)
declined the existence of job rotation and twenty-five (20.2%) did not respond to
137

the existence of job rotation. On the other hand, fifty (40.3%) indicated that job
rotation was practiced in their schools/departments, twenty-five (20.2%) declined
the use of job rotation in their school/department while forty-nine (39.5%) were not
eligible to respond to this question.

On the existence and usage of phased retirement as a knowledge transfer tool,
nineteen (15.3%) acknowledged the existence of phased retirement, fifty-six
(45.2%) declined the existence of phased retirement and forty-nine (39.5%) did not
respond to the existence of phased retirement. On the other hand, thirteen (10.5%)
indicated that phased retirement was practiced in their schools/departments, six
(4.8%) declined the use of phased retirement in their school/department while one
hundred and five (84.7%) were not eligible to respond to this question.

A summary presentation of responses to the existence and usage of various
knowledge transfer activities is presented in Table 4.5.
138

Table 4.5: Existence and Usage of Knowledge Transfer Activities

KNOWLEDGE
TRANSFER ACTIVITY

EXIST

USED

Yes

No
Non-
Response

Yes

No
Not
Applicable

Succession planning
34
(27.4%)
52
(41.9%)
38
(30.6%)
23
(18.5%)
11
(8.9%)
90
(72.6%)

Communities of practice
12
(9.7%)
56
(45.2%)
56
(45.2%)
10
(8.1%)
2
(1.6%)
112
(90.3%)

Coaching
26 (21%) 52
(41.9%)
46
(37.1%)
15
(12.1%)
11
(8.9%)
98
(79.0%)

Knowledge repositories
39
(31.5%)
41
(33.1%)
44
(35.5%)
30
(24.2%)
9
(7.3%)
85
(68.5%)

Story telling
17
(13.7%)
58
(46.8%)
49
(39.5%)
13
(10.5%)
4
(3.2%)
107
(86.3%)
Orientation, general and
job specific
49
(39.5%)
41
(33.1%)
34
(27.4%)
33
(26.6%)
16
(12.9%)
75
(60.5%)
Mentorship, formal and
informal
67 (54%) 30
(24.2%)
27 (21.8%) 47
(37.9%)
20
(16.1%)
57
(46.0%)

Job rotation
75
(60.5%)
24
(19.4%)
25
(20.2%)
50
(40.3%)
25
(20.2%)
49
(39.5%)

Phased retirement
19
(15.3%)
56
(45.2%)
49
(39.5%)
13
(10.5%)
06
(4.8%)
105
(84.7%)

4.2.5.2 Paraphrased Statements on Knowledge Transfer Practices
In order to reaffirm the expressed views on available knowledge transfer practices
above, the researcher asked respondents to indicate the extent to which they
agreed with paraphrased statements representing the various knowledge transfer
practices that they were asked earlier.

On the allocation of mentors/coaches to newly recruited staff, ten (8.1%) strongly
agreed, eighteen (14.5%) agreed with the statement, sixteen (12.9%) had no
opinion on the matter, forty-four (35.5%) disagreed with the statement and thirty-six
(29.0%) strongly disagreed.

139

On the induction that involves orientation to general job tasks, fourteen (11.3%)
strongly agreed, thirty (24.2%) agreed with the statement, twenty-one (16.9%) had
no opinion on the matter, thirty-three (26.6%) disagreed with the statement, and
twenty-six (21.0%) strongly disagreed.

On the induction that involves orientation to specific job tasks, thirteen (10.5%)
strongly agreed, thirty-six (29%) agreed with the statement, twenty-two (17.7%)
had no opinion on the matter, twenty-nine (23.4%) disagreed with the statement,
and twenty-four (19.4%) strongly disagreed.

On the retention of capable retired employees on contract, forty-nine (39.5%)
strongly agreed, fifty-nine (47.6%) agreed with the statement, eleven (8.9%) had
no opinion on the matter, three (2.4%) disagreed with the statement, and two
(1.6%) strongly disagreed.

On belonging to informal groups for purposes of sharing operational knowledge,
thirteen (10.5%) strongly agreed, forty-nine (39.5%) agreed with the statement,
thirty (24.2%) had no opinion on the matter, eighteen (14.5%) disagreed with the
statement and fourteen (11.3%) strongly disagreed.

On belonging to formal groups for purposes of sharing operational knowledge,
eleven (8.9%) strongly agreed, forty-nine (39.5%) agreed with the statement,
twenty-five (20.2%) had no opinion on the matter, twenty-five (20.2%) disagreed
with the statement and fourteen (11.3%) strongly disagreed.

On the rotation of academics in various functions, forty-four (35.5%) strongly
agreed, fifty-two (41.9%) agreed with the statement, eleven (8.9%) had no opinion
on the matter, ten (8.1%) disagreed with the statement and seven (5.6%) strongly
disagreed.

140

On the location of all policies/procedures/manuals in a central place accessible to
all members of staff, thirteen (10.5%) strongly agreed, twenty three (18.5%) agreed
with the statement, twenty-five (20.2%) had no opinion on the matter, thirty-seven
(29.8%) disagreed with the statement, twenty-six (21.0%) strongly disagreed.

On the sharing of narratives of work activities beneficial to members of staff,
seventeen (13.7%) strongly agreed, forty-three (34.7%) agreed with the statement,
twenty-eight (22.6%) had no opinion on the matter, eighteen (14.5%) disagreed
with the statement and eighteen (14.5%) strongly disagreed.

Table 4.6 below summarises the above information on statements on knowledge
transfer practices.
141

Table: 4.6 Statements on Knowledge Transfer Practices

Statement
Strongly
agree
Agree No
opinion
Disagree Strongly
disagree
When new employees are recruited in your
school/department, they are allocated a
mentor

10
(8.1%)

18
(14.5%)

16
(12.9%)

44
(35.5%)

36
(29.0%)
Induction of new staff is conducted and
involves orientation to general job tasks
14
(11.3%)
30
(24.2%)
21
(16.9%)
33
(26.6%)
26
(21.0%
Induction of new staff is conducted and
involves orientation to specific job tasks
13
(10.5%)
36
(29.0%)
22
(17.7%)
29
(23.4%)
24
(19.4%)
When members of staff reach the retirement
age of 55 years and they are fit to continue
with their work, they are often retained as
contract workers

49
(39.5%)

59
(47.6%)

11
(8.9%)

3
(2.4%)

2
(1.6%)
You belong to an informal grouping of
employees in your school/department in which
you share operational relevant knowledge

13
(10.5%)

49
(39.5%)

30
(24.2%)

18
(14.5%)

14
(11.3%)
You belong to formal groupings of employees
in your school/department in which you share
operational relevant knowledge

11
(8.9%)

49
(39.5%)

25
(20.2%)

25
(20.2%)

14
(11.3%)
Members of staff in your school/department
are usually rotated in various functions (e.g.
course coordination, role of head of
department

44
(35.5%)

52
(41.9%)

11
(8.9%)

10
(8.1%)

7
(5.6%)
All your school/department operational
policies/procedures/work manuals are located
in a central place accessible to all members of
staff

13
(10.5%)

23
(18.5%)

25
(20.2%)

37
(29.8%)

26
(21.0%)
You share narratives of work activities that are
beneficial to members of staff in your
school/department

17
(13.7%)

43
(34.7%)

28
(22.6%)

18
(14.5%)

18
(14.5%)

4.2.5.3 Formalised Knowledge Transfer Practices
The researcher also wished to determine knowledge transfer practices that were
formally recognised by way of policy, procedures or regulations in place.

142

On succession planning, thirty-one (25%) revealed that their schools/departments
had formal policies/procedures or regulations on succession planning, fifty (40.3%)
declined the availability of formal recognition of succession planning by way of
policies, procedures or regulations on succession planning, and forty-three (34.7%)
did not express any view on the subject.

On communities of practice, ten (8.1%) revealed that their schools/departments
had formal policies/procedures or regulations on communities of practice, fifty-six
(45.2%) declined the availability of formal recognition of succession planning by
way of policies, procedures or regulations on communities of practice, and fifty-
eight (48.7%) did not express any view on the subject.

On coaching, twenty-two (17.7%) revealed that their schools/departments had
formal policies/procedures or regulations on coaching, fifty-one (41.1%) declined
the availability of formal recognition of coaching by way of policies, procedures or
regulations on coaching, and fifty-one (41.1%) did not express any view on the
subject.

On knowledge repositories, thirty-three (26.6%) indicated that their
schools/departments had formal policies/procedures or regulations on knowledge
repositories, forty-five (36.3%) declined the availability of formal recognition of
knowledge repositories by way of policies, procedures or regulations on knowledge
repositories, and forty-six (37.1%) did not express any view on the subject.

On story telling, six (4.8%) indicated that their schools/departments had formal
policies/procedures or regulations on story telling, fifty-nine (47.6%) declined the
availability of formal recognition of story telling by way of policies, procedures or
regulations on story telling, and fifty-nine (47.6%) did not express any view on the
subject.

143

On orientation, general and job specific, thirty-six (29%) indicated that their
schools/departments had formal policies/procedures or regulations on orientation,
general and job specific, forty-five (36.3%) declined the availability of formal
recognition of orientation, general and job specific by way of policies, procedures
or regulations on orientation, general and job specific, and forty-three (34.7%) did
not express any view on the subject.

On mentorship, formal and informal, fifty-two (41.9%) revealed that their
schools/departments had formal policies/procedures or regulations on mentorship,
formal and informal, thirty-eight (30.6%) declined the availability of formal
recognition of mentorship, formal and informal by way of policies, procedures or
regulations on mentorship, formal and informal, and thirty-four (27.4%) did not
express any view on the subject.

On job rotation, fifty-eight (46.8%) revealed that their schools/departments had
formal policies/procedures or regulations on job rotation, thirty-two (25.8%)
declined the availability of formal recognition of job rotation by way of policies,
procedures or regulations on job rotation, and thirty-four (27.4%) did not express
any view on the subject.

On phased retirement, twelve (9.7%) indicated that their schools/departments had
formal policies/procedures or regulations on phased retirement, fifty-seven (46%)
declined the availability of formal recognition of phased retirement by way of
policies, procedures or regulations on phased retirement, and fifty-five (44.4%) did
not express any view on the subject.
Table 4.7 summarises responses for formalised knowledge transfer activities by
way of policies/procedures or regulations.
144

Table: 4.7 Formalised Knowledge Transfer Activities by way of
Policies/Procedures/Regulations

KNOWLEDGE TRANSFER ACTIVITY

Yes

No
None
Response

Succession planning
31
(25.0%)
50
(40.3%)
43
(34.7%)

Communities of practice
10
(8.1%)
56
(45.2%)
58
(46.8%)

Coaching
22
(17.7%)
51
(41.1%)
51
(41.1%)

Knowledge repositories
33
(26.6%)
45
(36.3%)
46
(37.1%)

Story telling
6
(4.8%)
59
(47.6%)
59
(47.6%)

Orientation, general and job specific
36
(29.0%)
45
(36.3%)
43
(34.7%)

Mentorship, formal and informal
52
(41.9%)
38
(30.6%)
34
(27.4%)

Job rotation
58
(46.8%)
32
(25.8%)
34
(27.4%)

Phased retirement
12
(9.7%)
57
(46.0%)
55
(44.4%)

4.2.5.4 Importance of Formalised Knowledge Transfer Practices
Besides the need to unearth the fact that knowledge transfer practices were
formally recognised, the researcher wanted to know whether it was important to
formalise knowledge transfer practices. Seventy-two (58.1) mentioned it was very
important, thirty-two (25.8) stated that it was important, sixteen (12.9%) had no
opinion on the matter while four (3.2%) said it was somewhat important to
formalise knowledge transfer practices. Figure 4.12 below summarises the
importance of formalised knowledge transfer activities.

145

Figure 4.12: Importance of Formalised Knowledge Transfer Activities


4.3 FINDINGS FROM THE INTERVIEWS

This section presents findings from the interviewed heads of units. The interview
findings are presented mostly in narrative form although direct quotes are also
provided.

4.3.1 Characteristics of the Respondents
Thirteen interviews were conducted. The following is the breakdown of the
composition of the interviewed heads of various units:
Five Deans of schools (Education, Law, Medicine, Natural Sciences, and
Veterinary Medicine);
Three Directors of Units (Computer Centre, Directorate of Distance
Education, and Directorate of Research and Graduate Studies);
The Librarian;
The three Deputy Registrars responsible for academic matters,
administration and council functions; and
0
10
20
30
40
50
60
70
80
Very
important
Important No opinion Somewhat
important
Number of respondents
146

The Staff Development Officer

With regard to the gender of the thirteen interviewees, four were female and nine
were male.

4.3.2 Knowledge Retention
The knowledge retention component of the interview aimed at establishing how
well units knew and used their staffs demographic information for purposes of
retaining operational knowledge. Particular attention was paid to the impact of their
demographic composition on operations carried out. Further, the availability of
mechanisms for the preservation of operational knowledge were sought.

4.3.2.1 Workforce Demographics and its Impact on Operations
Most of the interviewed heads of units stated that they hardly knew their workforce
demographics except for two who expressed the use of employee demographic
information for purposes of staff planning, as well as determining and according
training opportunities to young staff. Others mentioned that they often referred to
staff files and related documents when required to promote or recommend an
employee for training. Others were of the view that the exact demographic
composition information of their staff was kept at the centre. This reference to the
centre was confirmed by the interviewee who was currently vested with the
responsibility of managing and coordinating the human resource system. The
views expressed on this question were as follows:
That depends on how long one has been in the unit the first people you will know
are the principal officers for others you come to know about them when they apply
for promotion, you call for the file or when considering somebody for a course, you
want to see the relevant person to go for a training

The deans office has got the records for all the members of staff but if you
have to go into details you need to go through their records and usually the
document that gives a lot of information usually will be the curriculum vitae
informally thats how you get to know colleagues

147

we have just been doing a census of our staffing to identify our gaps. We have a
document that indicates the establishment and shows the filled up positions and
positions that are vacant.

I have a pretty good idea of the age category of staff under this unit If I wanted to
print it, yes it is documented in our staff database, it is just a matter

We know that. Actually we even have an excel sheet about that thats why already
even in our trainings we have changed. We should have taken elderly people for
training but I have said no, these people have retired and they are too old. So lets
take these young ones because of that sheet that I have.

On the impact on operations of the current demographic composition of their staff,
all interviewees were comfortable with the mix of their staff in terms of age.
However, they all stated that it was important for them to have demographic
composition of their staff readily available for purposes of making informed
decisions on various staff welfare issues such as promotion, workforce planning
and staff development.
I would think so I mean if you have got experienced ones the impact will be
different, if you have young people they have new ideas, innovative ideas, and the
school becomes active I think when you have new blood. They have bright new
ideas. They want to see things work. So I mean age, the time you have been in here,
does really affect the running of the school. If you have the senior people who are
about to retire you have rich experience which they pass on to the new ones who are
active

we have a relatively young, well, middle to young staffing because as you know
we are guided by the university retirement arrangement so we fit into that and we
also work by contract again according to University of Zambia policies and guidelines
but age has not really been a factor in terms of ability to perform.

4.3.2.2 Faced Attrition Challenges
On attrition challenges, all the interviewees agreed that they had faced attrition
challenges that included resignations, transfers, retirements and deaths. The
impact of the faced attrition challenges were compounded by delayed
148

replacements for lost staff that led to failure to deliver services on time and
disruption in continuity of operations. Sentiments expressed include the following:
Attrition yes, I think for many years we have a problem of recruiting staff. First of all,
our conditions of service even now especially the clinical fields, the Ministry of Health
offers slightly better conditions than the University. So most of our people from the
masters programmes even though they are here nobody has joined the School of
Medicine. I can give you figures that from hundred and fifty only three people have
joined the School of Medicine for a period of twenty years.

Oh yes there has been a number of colleagues who have left through deaths,
retirement, resignation, those that go for green pastures and of course what has
been difficult is to replace them the University is not employing and the other
thing is that it may not be too attractive to advertise

Yes very much so. In fact almost all the positions have vacancies, people have left,
out of a total establishment of something like one hundred and fifty, we have about
seventy-six. So it has been quiet bad in terms of people leaving and passing-on

... for us it is resignations, because our young staff members after acquiring some
new skills leave because our pay here is a bit low. People prefer to go and find a job
somewhere, where they will be paid a bit better. Because of that we have lost staff
with a lot of skill. Even now, we are still in serious danger. Administration is aware. I
am intercepting a number of applications to various organisations

4.3.2.3 Preservation of Operational Knowledge
On preservation of operational knowledge, interviewees mentioned availability of
files where correspondence on various operational matters were filed, job
descriptions as well as submission of handover notes. One respondent revealed
that his unit was yet to introduce submission of operational reports quarterly as a
way of mitigating the disruption of service delivery due to attrition.

a lot of challenges are put on paper. We have made applications to donors and
therefore, we had to write position papers we know what we need to do to develop
the Medical School. We have put in proposals to donors for equipment, buildings,
lecture rooms
149


what we have been trying to do is the professors for example, the senior staff
should at least have some people whom they can mentor in research,
teachingso that we work together so that if senior members leave at least these
would have benefited. No it is not formalised but this is what we are trying to doit is
informally

We have a deliberate policy of recording our activities, and in time of movement we
ensure someone before they go they keep a good record of handover notes. I must
hasten to say that we are not perfect in that area in the sense that we are trying to
strengthen a culture of having quarterly reports of what activities other than our
policy documents and guidelines we havent really reached that level of
strengthening this particular issue of recording our activities and our new discovery of
better ways of doing things having them recorded. We have agreed that we need
to do that but we have not reached that mark.

What would help the job description file is there, then for all the activities that are
involved in the documents are filled

It is very, very important because if you have operational knowledge in the unit,
whichever new person comes in will be able to acclimatise unlike currently we rely on
people who have been in the unit longer might know how things are done but if
there was something that could be picked and given to each new member who
comes to the unit it will help.

It is a serious challenge. We should admit but at the moment we have a scheme
where we are saying that if somebody is to undergo training they should fill a form of
bonding bonding for two years.
In terms of the documenting of knowledge we dont do that suppose I leave today
the knowledge that I have in configuring this and this is not there on the computer or
paper it is an excellent idea except that its a huge amount of work to do but it
will help a great deal

4.3.3 Knowledge Assessment
The interview data collected on knowledge assessment aimed at uncovering the
various university operations and their required knowledge and skills for performing
150

UNZA operations. Prime to the researcher was also the need to determine how
well functions were supported by the availability of policies, procedures, work
manuals as well as documented processes/tasks. The researcher also wished to
determine the availability of workforce planning and knowledge auditing activities in
the various university units.

4.3.3.1 Scope of UNZA Operations
UNZA is a big institution in which various operations are carried out. Various units
at UNZA carry out different unique operations, some of which cut across university
operations while others are specific to certain units. As such, the researcher while
trying to understand the scope of operations available at UNZA asked interviewees
the purpose and main functions of their units. Based on their responses Table 4.8
below indicates the units from which interviewees were drawn and their purposes.
151

Table 4.8: Units and Their Purposes From Where Interviewees Were Drawn

Unit Purpose
School of Education,
Law,
Medicine, Natural Sciences and
Veterinary Medicine
Academic Units whose purpose is to train human
resources and creation of knowledge through research
in their respective various fields

Directorate of Research and Graduate
Studies
In charge of postgraduate studies and coordination of
research and consultancy activities
Directorate of Distance Education
In charge of coordination and management of distance
education services
Staff Development Office
Coordination and enforcement of training and
development activities of all staff in the university
Computer Centre
Coordination and facilitation of all information
communication technology services at UNZA
Deputy Registrar (Administration)
Responsible for staff welfare and other human resources
functions
Deputy Registrar (Council)
Secretariat for UNZA Council and responsible for other
human resources
Deputy Registrar (Academic)
Responsible for student admissions and other Senate
activities
UNZA Library
Collection, dissemination and facilitation of access to
information and knowledge resources

4.3.3.2 Organisational Capability Assessment
Based on the understanding that the documentation of organisational operational
processes constitutes repositories of explicit knowledge, respondents were asked
to indicate the available policies, procedures, work manual and documented work
processes in their units. Some of the interviewees mentioned the availability of
general policies and regulations that provide a general framework within which
functions must be carried out. Among those policies and regulations mentioned
include the following:
Senate guidelines on examinations, student counselling, quotas,
admissions, research and publications;
152

Staff development policy;
Library policy that was under revision;
Draft research policy; and
Consultancy regulations that were still under preparation.

However, with regard to the availability of documented tasks or availability of work
manuals on operations performed, most of the interviewees were of the view that
procedures on tasks carried out were just implied and not written except in a few
tasks. The following were some of the narrations expressed by the interviewees:
We are guided by the principles of open and distance learning because you cannot
run distance education without learner support systems and within the learner
support systems we use our provincial centresSome of those are implied in the job
descriptions (work manual) that will be better especially that not all the people who
come here have read the document on open and distance learning for the benefit
of those who may be transferred to this unit without having read any document on
open and distance leaning what happens is that when we receive a member of
staff here there is what we may refer to as some induction period where this person
works with the people who have been here, explain to him all the activities that go on
here but as we are saying from experience its not written that these are the
procedures but after working here people come to understand the operations of this
unit

I think I will not be pretty sure of course we may have job descriptions . It becomes
difficult with the academic members we take it for granted these colleagues know
exactly what they are doing. Its much easier than it is with non-academic staff. will
give some guidelines on how the course for example should be designed all these
stages to go through I think these are some of the things that probably you have
always been doing, this kind of thing I would think there should be somewhere but
of course there is this familiarity that this is what we always do and we always share
it is like everything that you always do its assuming that guidelines are there
even if you havent seen the book the regulation so such things do happen
and its like you have the memory, institutional memory, tradition handed over kind of
thing it may not be written rule but the rules you have been following

153

We do have a library policy although of course I must mention that it needs to be
updated and have it in line but otherwise what we have are specific descriptions of
unit activities which guide on

Not to my knowledge its just the knowledge one has got from past practice unless
there is something which I havent seen except probably for the academic members
of staff where something was done because interviewing academic staff was
introduced recently so for that one there is a process recorded somewhere.

We have the University Act for the functions of the committees, conditions of service
for members of staff and the code of conduct.

No that is something that is in process. What we have are the codes but not the
process, the codes which spell out the charge and the penalties

On the hardware, we have a procedure to follow how to repair a computer even
you as a new employee you will be able to repair a computer because it guides
you step by step.

4.3.3.3 Workforce Planning
On workforce planning as an aspect of knowledge assessment, most interviewees
indicated that workforce planning was not practiced in their units, apart from a few
who mentioned that they had utilised workforce planning in determining their
establishments, consideration of staffing levels, and placement of staff on training
programmes. In fact, the interviewee who was currently vested with this
responsibility mentioned that it was not possible to have a comprehensive
workforce planning programme for the entire university as they were still working
on a comprehensive staff establishment. As such, units in the university took
various initiatives in addressing their staffing needs. The following were some of
the views expressed on workforce planning:
We try to lookwe have committees that discuss these things but we also work in
line with university regulations on qualifications and experience but at the same
time we also look at the national demands and the health ministry has to guide us on
the disease burden in the country and what the requirement of our professionals are.
154

So we aim our curricular, our recruitment of staff and development of programmes
depending on national demand

as a unit we develop a staffing plan including staff development, what skills we
will require in each unit so far is a task that has been given to each unit, to establish
their specific objectives, activities, staffing requirements then indicate the gaps in
terms of skill and numbers of people and what need so that we have a whole staff
development plan

We are in the process of coming up with an actual establishment and then I think it
will be from then on that we will be able to tell which manpower we will need at a
particular time ... as of now there is nothing, so the planning is haphazardly done.

We do that and even now we have a new structure that we have proposed which is in
the Council Office waiting for final approval by the committee for human resources
because of the same plan we need this number of staff with these particular skills

4.3.3.4 Knowledge Auditing
With respect to the practice of knowledge auditing, the researcher inquired as to
whether units in the university had knowledge bases, repositories or inventories.
Another aspect that was asked through which knowledge auditing could be viewed
was the availability of skills and competency profiles. The findings indicate that
only one unit indicated the availability of a knowledge inventory. However, what
was clear was that almost all the units recognised the value of having a knowledge
base or an inventory of skills and competencies. The following were some of the
views expressed by interviewees on the availability of knowledge audit practices.
What we have is that each department has a record of what sort of specialists they
have. So we dont actually have an office where you can see what sort of knowledge
is available

What does help us is the school handbooks, departmental handbooks which we
havent produced for some time now, the CVs usually are found in the Deans Office
and I think just by the department there are many departments with so many
specialisations but I think the Dean tries and of course by informal contacts he
knows who can do this work and if he doesnt know, he usually goes to the heads
155

and he has the administrative committee but the departments usually give a good
idea of who should be in this area

We are trying to collect that right now. We are trying to come up with some
document.

We have it actually indeed we have an inventory of skills and its because of the
inventory thats how we have seen where gaps are and out of the gaps we have
made a new structure being awaited to be approved.

4.3.4 Knowledge Acquisition
The section on knowledge acquisition was aimed at finding out how the university
ensured knowledge acquisition for its various operations. Particular attention was
paid to knowledge acquisition practices such as recruitment, training and
development, reference to expert systems, subject matter experts and use of after
action reviews.

4.3.4.1 Recruitment
On recruitment, most interviewees mentioned that recruitment as a knowledge
acquisition practice was a centralised activity under the registrars department. The
interviewee in charge of the function agreed that recruitment of staff was through
her unit.

Of all the interviewees, only two mentioned that although recruitment was centrally
coordinated, they carried out their needs assessment for determination of gaps in
knowledge and skills of their current staff and, therefore, ensured that recruitment
of new staff for filling vacancies also took care of the identified knowledge gaps
and skills for the unit. Further, almost all interviewees expressed concern over
unfilled establishments that have been further hampered by a freeze on
recruitment of staff except in replacement cases.



156

4.3.4.2 Training and Development
Training and development is a critical function that facilitates knowledge acquisition
necessary for operations. The researcher wished to know how the various units
ensured that their staff acquired relevant operational knowledge. All the
interviewees indicated that their staff undergo various training for purposes of
ensuring that operational knowledge relevant to the respective units was acquired
through workshops, seminars, short courses as well as long academic courses.
However, with respect to academic tasks, only one interviewee mentioned to have
facilitated once, a teaching methodology course for her academic members of
staff. While acknowledging that some knowledge acquisition took place to improve
operations, interviewees, however, were mindful that core academic tasks such as
teaching, consultancy, public life as well as research were rarely taught to
members of staff. What became apparent was that units assumed that academics
were ready and knowledgeable enough to perform their duties well even though
there was no professional formal training for their tasks.

Some of the short courses offered to members of staff were conducted by the
respective units or indeed using another unit within the University or outside the
University. However, there was disparity with regard to the frequency of attending
training sessions that facilitated knowledge acquisition.

The researcher also determined that besides most units in the University offering
short term training in various fields relevant to specific operations and functions at
UNZA, none of such training were facilitated and coordinated by the unit currently
mandated to coordinate training and development of staff in the university. The unit
only coordinated long-term training programmes. This was also confirmed by the
interviewee in charge of staff development in the University. The interviewee
explained that they were yet to conduct a skills assessment survey to determine
the training requirements of staff at UNZA. The following were some of the views
expressed on knowledge acquisition through training and development.
157

even though we have a staff development programme, it is impossible to get a
Doctor for example into a staff development programme. He will never join, leave a
salary which is even better than UNZA to come on the SDF and start earning an SDF
salary there is no way ... so it usually doesnt work with us that well, may be in a few
other courses like physiotherapy

.. there comes a time also when we give short courses or kind of training to support
staff. For example, we are thinking of going out may be in August specifically with
support staff and give lectures or have discussions on each ones role in the school,
how should we perform these roles. This we are trying to do and of course permission
for members of staff to go for training in the university or elsewhere. there has been
close cooperation between the school and the staff development office especially
training academics, I think it is an established kind of system
for the short courses I think individuals do attend them for example in extension
studies we have a number of colleagues, support staff who attend these programmes
but I think on their own and they are paying for them but credit courses
programmes it is usually through staff development programme.

there has been some training in certain areas like web designing and the use of the
new system but in these other areas we want to plan them after

4.3.4.3 Expert Systems, Subject Matter Experts and the use of After
Action Reviews
In terms of using expert systems, subject matter experts and after action reviews
as practices that facilitate knowledge acquisition, it was clear that expert systems
were not available for knowledge acquisition. However, all interviewees mentioned
the use of committees as a management tool in their operations. As such
interviewees revealed that when making decisions, consultations were made in
committees where experts were found. Other committees such as the Board of
Studies were among those where operational activities were reviewed. To this end,
therefore, knowledge acquisition practices such as subject matter experts and after
action reviews are highly used at UNZA. The following were some of the
sentiments made on subject matter experts and after action reviews.
yes we do meet in management committee meetings. We discuss our problems

158

Usually we have the administrative meetings which will have the heads of department,
assistant deans and you may extend it to senior members of staff we have
schedules of meetings for example, major things like registration we have a number
of committees here in the school specifically for various activities, for example
registration, rehabilitation, seminars, events like open days, the journal when
something is done the committee sits and have a report made to the Board of Studies
where we report...

We have one weekly management meeting now, that has been necessitated by two
things, the first one is that the University of Zambia has a weekly management
meeting every Monday and at that management meeting we are supposed to report on
the activities of the week, what we have achieved and what we hope to do the
following week.

4.3.5 Knowledge Transfer
On knowledge transfer, the researcher asked interviewees on how their unit
ensured knowledge flow among their staff. This was complemented by another
question on how the heads of the units ensured that operational knowledge was
retained for purposes of operational continuity amidst employee mobility and staff
related attrition challenges. Particular attention was paid to various knowledge
transfer practices such as succession planning, communities of practice, coaching
and mentoring, orientation (general and specific), job rotation, phased retirement
and story telling.

4.3.5.1 Succession Planning
On succession planning, most interviewees were of the view that there was no
deliberate formal system for replacing vacant positions through succession
planning. However, one interviewee mentioned that there were criteria for
promoting staff within the university although the practice was not being viewed as
succession planning per se. However, the promotion of staff was not proactively
determined through a University system but was based on an individual need to vie
for a higher vacant position. Another interviewee stated that under normal
situations and staffing levels permitting, positions that fall vacant were filled by staff
159

in an acting capacity after which if such a member of staff possessed minimum
qualifications and exhibited enough experience to perform in that position, then
he/she was appointed to be substantive in such a position.

As to whether the promotion of academic staff was as a result of need to replace a
vacancy, one interviewee stated that two major determinants of promotion were
basically the availability of a vacancy as well as meeting stated promotion criterion
for the desired position. However, this interviewee stressed that most units in his
department were critically under staffed and thus the need to promote a member of
staff rarely considered the availability of a vacancy.

Another interviewee who also expressed ignorance over formal succession
planning practice stated that their unit ensured that senior academic members of
staff closely worked with junior academic members of staff. They involve them in
responsibilities such as acting as heads of departments and participating in various
committees as a way of preparing them to take over responsibilities of higher
positions.

In a nutshell, the unit that is supposed to coordinate succession planning revealed
that there was no succession planning in place. It was hoped that the finalisation of
the staff establishment information on current position holders will be used to
enable earmarking of staff for certain roles. Expressions on succession planning
were made as follows:
. the problem will come in for highly specialised staff ... if it is a department which
only has one or two staff and you lose that staff it is very difficult. So what we are
currently trying to do is that we have identified those areas and we have sent people
out to train in those fields while knowing that they may go for greener pastures and
we may lose them ...

I dont think we have something of that kind but I think what we have as I said
earlier is that all senior members should be close to the junior members and the other
thing they do is if you are in an office if you are out who are you leaving there so
160

every body has got something to do here we are thinking of the young people to
sit in and see what it means to be there

We try to ensure that no unit is run by one person we have also embarked on a
programme to ensure that people are enrolled on the masters programme and there
is almost an understudy of every position

Not as yet but I think we will be moving to that once we have our establishment done
and we get qualifications of people who are occupying various positions especially
with the assistance of the human resource information system that will be procured I
think it will be easier to have such a plan.

4.3.5.2 Communities of Practice
A range of responses were made on the use of communities of practices in the
units. For instance, some respondents mentioned the holding of meetings as a
platform for encouraging the transfer of knowledge while others mentioned
seminars, retreats and workshops as a way they ensured the transfer of
knowledge was achieved. There were some who were of the view that not much
was being done deliberately to bring staff together for purposes of knowledge
transfer. The following were some of the expressions made by the interviewees.
We have regular meetings departmental and inter-departmental meetings here
so there is exchange of knowledge.

Mainly we are reviewing the curriculum to also renew our relationships within the
departments and in the school we review the courses but we emphasise on our
relationships

We normally have a meeting though it has not been very frequent ... and one on one
as well

4.3.5.3 Coaching and Mentoring
On coaching and mentoring of staff, some of the interviewees mentioned that they
ensured that their staff were coached and mentored by way of encouraging them
to consult among colleagues and showing them specific tasks that they were
161

required to perform. However, the majority of the interviewees were of the view
that once staffs were employed, it was assumed that they knew what was
expected of them. Departments only ensured that they settled down by providing
office space and a few other equipments that might be required.
We actually have, to improve the teaching skills we have a postgraduate diploma in
health education which we encourage our staff its up to individual staff to improve
their teaching skills

4.3.5.4 Phased Retirement
All the interviewees mentioned to have faced staff attrition challenges and among
such challenges being retirements. For the interviewees who faced retirements of
academic members of staff, they all mentioned that retired staff were usually
employed on contract if they so wished.

However, the above was not the same with support staff as retention on contract
terms of employment heavily depended on uniqueness of skills and knowledge
possessed by such an employee and that the affected unit should stress the need
to have the individual retained as a contract worker.
We have a number of them on contract unless they just dont want to come

4.3.5.5 Job Rotation
Job rotation was another aspect where interviewees held varying responses on.
For instance, interviewees who headed academic units mentioned that it was not
possible to rotate academic staff due to specialisations in different academic fields.
They acknowledged the fact that support staffs were usually rotated even when
they were not consulted.

The interviewee who was in charge of rotating staff also agreed that only staff in
positions that cut across various units were rotated. However, the rotation was
usually to replace or fill a vacancy created as a result of an attrition challenge and
not necessarily to ensure knowledge transfer. The unit that had frequent rotation of
staff caused by attrition challenges felt that the rotation was just too much, though
162

they have just realised that in the long-term, it has helped their staff acquire
knowledge of various operations in the unit. Some of the comments were as
follows:
No! even for them there is a shortage there is no rotation in our fields because if
you are a surgeon in a particular field there is no way some physician can do it but
secretarial staff we do because they do similar works

..quite often actually sometimes I believe its a bit too much because of these
movements we are forced to move people around it is not necessarily as a matter
of policy but forced by circumstances although in the final analysis we realise that it is
quite advantageous in the sense that people are exposed to different activities

4.3.5.6 Orientation (General and Specific)
Orientation was one of the knowledge transfer practices the researcher was
interested in. One of the interviewees mentioned that it was a requirement in her
unit that new employees in the University were oriented.

However, most of the interviewees especially those heading academic units were
of the view that the orientation provided to their employees mainly depended on
what each individual employee would require to know. In short, there were no
formal orientation programmes especially those specific to the activities the
employee would be performing. However, familiarity to the department was made
possible through interaction with fellow staff. Sentiments were expressed as
follows:
for lecturers the orientation is actually departmental its up to the department to
make the person feel welcome, explain to him, provide office space for him,
familiarise him with the surroundings

We dont have a formal way of orienting them but usually it is through contacts with
the colleagues especially in the area where that person is they are just learning on
their own which may be difficult

each new member of staff goes through a one month of orientation and they are
exposed to each of our departments before they are settled in one area
163

4.3.5.7 Knowledge Repository
Although the researcher wished to know if units had knowledge repositories, none
of the interviewees mentioned availability of any knowledge repository. However,
related questions on knowledge audit addressed this issue as well.

4.3.5.8 Story Telling
None of the interviewees ever mentioned the availability of story telling as a
knowledge transfer technique.

4.4 SUMMARY OF CHAPTER FOUR

This chapter has presented results of the collected data obtained from document
review, survey and interviews. The next chapter, Chapter Five interprets and
discusses the study findings as presented in Chapter Four. The interpretation and
discussion is based on the study objectives.
164

CHAPTER FIVE

INTERPRETATION AND DISCUSSION OF RESEARCH FINDINGS

5.0 INTRODUCTION

This chapter interprets and discusses the findings presented in Chapter Four . The
interpretation and discussions provide the meaning of the findings with reference to
the study objectives. The chapter also includes a synopsis for the interpretation
and a summary for the chapter.

5.1 KNOWLEDGE MANAGEMENT AND KNOWLEDGE RETENTION
POLICIES BY HIGHER LEARNING INSTITUTIONS

The first objective of the study was to determine and assess knowledge
management and knowledge retention policies by higher learning institutions. The
reviewed literature in Chapter Two indicated that learning institutions have
developed knowledge management and retention policies (Dewe 2005; Kings
College London 2005; University of Edinburgh 2007). Examples of such institutions
include among others the following:
University of Edinburgh;
Kings College, University of London; and
Auckland University of Technology.

All the above knowledge retention policies and strategies (University of Edinburgh,
Kings College, University of London and the Auckland University of Technology)
address the retention of institutional operational knowledge as well as the
management of university generated research knowledge beneficial to society.
Although it is clear that higher learning institutions have policies and strategies for
knowledge retention, the findings established that UNZA does not have a policy for
165

knowledge retention. The survey results show that 89.5% of respondents
recommended the need for UNZA to have a knowledge retention policy.

Based on the above presentation, this study has shown that higher learning
institutions are practicing knowledge retention. This is so true considering the
established comprehensive policies, strategies and practices for knowledge
management and retention in universities. However, UNZA was yet to develop a
knowledge retention policy.

5.2 KNOWLEDGE RETENTION AT OTHER INSTITUTIONS OF HIGHER
LEARNING IN THE WORLD

The second objective of the study was to determine what is being done regarding
knowledge retention at other institutions of higher education, internationally and in
Africa. The three sections below address knowledge retention internationally, in
Africa and at UNZA.

5.2.1 Knowledge Retention at Institutions of Higher Learning:
International Overview
The research through document review in Chapter Two identified that knowledge
loss caused by drivers for knowledge retention has necessitated the introduction of
knowledge retention interventions in some universities (University of California
2006; UniSA 2007). Not only has this study exposed the availability of complete
knowledge retention policies and strategies (Dewe 2005; Kings College London
2005; University of Edinburgh 2007) but it has also exposed other learning
institutions that are still developing policies and strategies for knowledge retention
as well as those that have partial practices on knowledge retention. Among those
exposed by the reviewed literature, include the following as shown in Table 5.1
below:


166

Table 5. 1: Learning Institutions Developing Policies/Practices with some
Knowledge Retention Activities

Institution

Knowledge retention area addressed
University of Salford Mentorship (University of Salford 2004)
University of Aberdeen Mentorship (University of Aberdeen. 2006)
University of Reading Mentorship (University of Reading 2007)
University of New England Workforce planning (University of New
England. 2002)
University of California Workforce planning (University of California
2000)
Charles Darwin University Workforce planning (Charles Darwin University
2006)
University of South Australia Workforce planning (University of South
Australia 2007)
University of Tasmania Workforce planning (University of Tasmania
2006)
University of Alberta Workforce planning (University of Alberta 2007)

As seen in the above table, the international community is addressing knowledge
retention. Comprehensive policies and strategies have been and are still being
developed. Those that have no such policies have some practices aimed at
addressing knowledge retention challenges.

5.2.2 Knowledge Retention at Institutions of Higher Learning in Africa
Just as is the case with other universities outside Africa, the need to retain
operational knowledge in African universities has been recognised (Sawyer 2004).
Scholars have bemoaned the threats of brain drain (Mushonga 2005; Oni 2000;
Tettey 2006) and efforts to tackle knowledge loss challenges have been made
(Cloete and Galant 2005). Table 5.2 below shows institutions and organisations
that have embarked on this important issue.



167

Table 5 2: African Higher Learning Institutions Practicing some Knowledge
Retention Activities

Institution/Organisation

Knowledge retention area addressed
South African Universities Vice-Chancellors
Association
Enhancing management capacity (Seale 2005)

University of KwaZulu-Natal
Training and Mentorship (Cloete and Galant
2005)

University of Pretoria
Training and Mentorship, IT application in
distance education (Cloete and Galant 2005;
Cross and Adam 2007)

University of Cape Town
Training and Mentorship
(Cloete and Galant 2005)

University of Witwatersrand
Training and Mentorship
(Cloete and Galant 2005)

University of Western Cape
Training and Mentorship
(Cloete and Galant 2005)

5.2.3 Knowledge Retention at UNZA
In Chapter Two, it was established that drivers for knowledge loss in organisations
include changing workforce demographics, employee turnover and mobility and
lack of documentation (DeLong 2004; Padilla 2006; Stovel and Bontis 2002).
Failure to address these challenges leads to loss of relevant operational
knowledge (DeLong 2004; Kruse 2003; Padilla 2006; Scalzo 2006; Stovel and
Bontis 2002). Based on this understanding, this research sought to find out if
UNZA faced knowledge retention challenges. Both the survey and interview
findings strongly established the existence of knowledge retention challenges.
Among those established through the survey findings included retirements
(58.9%), resignations (64.5%) and deaths (58.9%). The interviewees also
mentioned these knowledge loss challenges. Furthermore, both the survey and
interview findings echoed effects of these knowledge loss challenges as being:
Disruption of services provided;
Overworking available staff; and
168

Lack of effective and efficient operational continuity.

Supporting the above view was the fact that 87.9% of survey respondents agreed
that attrition challenges deprived UNZA of relevant operational knowledge and
55.5% held the view that UNZA had no knowledge preservation methods in place.
The existing loss of operational knowledge and lack of knowledge preservation
techniques at UNZA were also expressed by most interviewees.

The researcher also wished to verify whether UNZA required a knowledge
retention policy. According to the survey findings, 89.5% of the respondents
declared the need for a knowledge retention policy. This strong support for the
need to develop a knowledge retention policy for UNZA is in line with Butcher
(2007) who argues that managing university operational knowledge should be a
must for any educational institution. The implication of these findings therefore,
indicate that UNZA shares similar concerns with universities internationally and in
Africa with regard to the availability of knowledge retention challenges and the
need to put mitigation measures such as policies and strategies in place (Kidwell,
Vander Linde and Johnson 2003; Sawyer 2004; University of California 2006;
UniSA 2007).

The findings of this study on knowledge retention at UNZA support Sawyers
(2004) call for the need to consider the management of knowledge in African
universities. Based on both the survey and interview findings, it can be argued that
institutions of higher learning internationally and in Africa are facing loss of
operational knowledge. It has also been established that higher learning
institutions both internationally and in Africa have taken necessary strides to
address the challenges. However, the researcher was unable to find a policy or
strategy document on knowledge retention developed by a higher learning
institution in Africa in general and at UNZA in particular.

169

5.3 TOOLS, METHODS AND TECHNIQUES FOR KNOWLEDGE
ASSESSMENT, ACQUISITION AND TRANSFER

The third objective of this study was to establish tools, methods and techniques for
knowledge assessment, knowledge acquisition and knowledge transfer. This
study, through document review established various practices for knowledge
assessment, acquisition and transfer. The knowledge assessment, acquisition and
transfer practices that were established were used as a framework to investigate
the use of these tools, methods and techniques at UNZA and they are presented
below.

5.3.1 Knowledge Assessment Practices at UNZA

The fourth objective of this study investigated knowledge assessment practices
that existed at UNZA. Knowledge assessment is an initial stage in any knowledge
management programme (Jarrar 2002; Paramasivan 2003). It aims at
understanding, establishing and ascertaining an organisations capabilities and
competencies in form of tacit and explicit knowledge assets (Henczel 2000; Jarrar
2002).

According to literature findings, knowledge assessment practices include
organisational capabilities assessment, workforce planning and knowledge
auditing. These knowledge assessment practices are all concerned with the
revealing of core knowledge competencies that ensure efficient and effective
operational performance (Henczel 2000; Jarrar 2002; Liebowitz et al., 2000).
Whereas organisational capabilities assessment reveals explicit (documented)
core knowledge competencies (Consultas 2007; Dosi, Faillo and Marengo 2003;
Romhardt 1997; Rothwell 2004; Rushcliffe Borough Council 2005), workforce
planning reveals core tacit knowledge competencies (Australian National Audit
Office 2005; Braintree District Council 2006; Sandwell Metropolitan Borough
Council 2006; University of New England (2002). Knowledge auditing on the other
170

hand is concerned with the revealing of both explicit and tacit knowledge (Choy,
Lee and Cheung 2004; Hylton 2002; NeLH 2005).

5.3.1.1 Organisational Capabilities Assessment
Organisational capability assessment involves the identification of documented
operational processes, policies, work manuals or indeed procedures (Consultas
2007; Dosi, Faillo and Marengo 2003; Rothwell 2004; Rushcliffe Borough Council
2005). These operational processes, policies, work manuals and procedures are
considered as repositories of operational relevant knowledge (Dosi, Faillo and
Marengo 2003). The rationale for creating such repositories includes the need to
enhance operational efficiency and effectiveness through the reduction of
dependency on individuals to remember operational procedures while carrying out
their duties (Kruse 2003; Romhardt 1997). This need recognises the reality that
organisations face attrition challenges which lead to loss of operational relevant
knowledge (Bogdanowicz and Bailey 2002). As such, individuals in an organisation
are, therefore, dispensable and thus availability of documented operational
processes, policies, work manuals or procedures serve as a source of operational
knowledge for all, and especially for new individuals who may replace lost
experienced and knowledgeable staff (Rothwell 2004).

In view of the above and in recognition of the variety of tasks carried out at UNZA,
this study in both the survey and interviews solicited for available documented
processes, policies, work manuals and procedures (explicit knowledge assets). In
the survey results, few (13.7%) respondents mentioned the availability of a
teaching task that has been documented. Hardly any documented processes were
mentioned for functions such as consultancy, recruitment and training of staff.
Thus, the survey findings revealed that, of the known documented processes,
policies, work manuals and procedures, none of them covered core academic
functions such as curriculum development, research and academic citizenship or
public life.

171

For the reason that the researcher wanted to be thorough on the availability of
explicit knowledge assets, knowledge assessment statements were provided. The
findings indicated that most respondents held the view that departments
communicated their programmes objectives and strategies (60.5%). However, on
whether departments/programmes policies were clearly communicated to all
employees, 41.2% agreed and 31.5% disagreed while 27.4% had no opinion.
Considering these statistics, there is no clear denial or acceptance of the fact that
departments/programmes policies were clearly communicated to all employees. In
addition, the results show a resentment of data and information being
disseminated on regular basis through both electronic and traditional information
channels as 28.3% agreed and 42.7% disagreed while 29.0% had no opinion. This
finding may be used to explain the reason why academics could hardly identify
even the few available documented processes, policies, work manuals and
procedures since information is hardly disseminated among staff.

The results obtained through interviews with regard to the availability of
documented processes, policies, work manuals and procedures indicate that
actual work tasks at UNZA have not been documented. However, there are some
written general processes, policies and procedures, among those mentioned being
the following:
Some written policies, procedures and regulations covering some teaching
tasks such as syllabuses, time table and assessment criteria for
examination;
A written but not yet wholly implemented policy on consultancy;
A written draft research policy that provides a general framework for
conducting research;
Some written procedure on troubleshooting and maintenance of computer
hardware;
Some policies and procedures for some tasks such as cataloguing and
classification in the University Library; and
172

Some policies and procedures on some of the human resources functions
such as training, recruitment and promotion of academic staff.

Considering the number of specialised units and tasks available at UNZA, the
established documented processes, policies, work manuals and procedures are
not sufficiently representing what could be documented. For instance, it was
established that currently UNZA does not have an integrated human resource
management policy. Thus, although a training policy is currently available, there
was no comprehensive policy on recruitment or procedures on other human
resources functions such as industrial relations, safety and health, and
performance appraisal among others.

Similarly, the researcher observed that while there are documented syllabuses,
time tables and assessment criteria for examinations representing the core
function of teaching, the actual teaching as a task has not been documented. For
instance, there is no documentation that defines teaching and its role at UNZA.
There is no documentation on how to prepare teaching aids such as lecture notes
and lesson plans as well as documentation on student/lecturer relationship.
Equally, the researcher noted that there was no documentation that defined
consultancy as a task at UNZA, how to source and manage it and the value it
added to knowledge creation and promotion of academics in various ranks.
Furthermore, an illustration of undocumented work tasks would include among
others the following:
How to write minutes for various meetings held at UNZA (this is major task
for administrative support staff that requires standardisation);
How to develop or review curriculum; and
What it takes to obtain a work permit for an expatriate staff.
Except in a few instances, the discussion on the findings for both the results
obtained through the survey and interviews agree that there is paucity with regard
to the availability of documented processes, policies, work manuals and
173

procedures at UNZA. The findings, therefore, indicate that UNZA hardly knows its
operational capability due to the little documentation available on how work gets
done in the various operations carried out at UNZA (Dosi, Faillo and Marengo
2003). This in turn entails that there is no mechanism in place that sets a platform
upon which operational knowledge within UNZA could be acquired, retained and
leveraged for the sustenance of effective and efficient operations.
The above point of view by the researcher is further strengthened by the fact that
66.1% of survey respondents agreed that it was important for UNZA to possess
documented processes, policies, work manuals and procedures for operations.
This affirmation on the importance of documented processes, policies, work
manuals and procedures is in line with the advocacy for the creation of knowledge
repositories for operational benefit (Dosi, Faillo and Marengo 2003; Kruse 2003;
Romhardt 1997; Rothwell 2004).

5.3.1.2 Workforce Planning
Workforce planning involves the management of an organisations tacit knowledge
by ensuring the availability of employees with relevant experience, skills and
knowledge all the time (American Public Power Association 2005; Braintree District
Council 2006). The findings on the assessment of tacit knowledge through
workforce planning were obtained through interviews as workforce planning was a
responsibility of heads of units and UNZA management. According to the findings,
it was clear that workforce planning was not a formal recognised practice as only a
few units undertake some uncoordinated planning. The interviewee whose
responsibility should include workforce planning declared that no formal practice
was in place. The implication of this finding, therefore, entails that UNZA currently
does not have a system for identifying the knowledge requirement for effective and
efficient undertaking of operations (The Australian National Audit Office 2005;
Sandwell Metropolitan Borough Council 2006; University of Albert 2007; University
of New England 2002).


174

5.3.1.3 Knowledge Auditing
The last knowledge assessment tool investigated was knowledge auditing.
According to Hylton (2002) knowledge auditing seeks to expose the available
explicit and tacit knowledge resources possessed by an organisation for
operational benefit. Such exposure of knowledge resources usually culminates into
inventories (NeLH 2005; Paramasivan 2003). In investigating knowledge auditing
at UNZA, the parameter used by the researcher was the availability of skills and
competencies inventories. According to the survey results, 50% of respondents
revealed that UNZA had no skills and competencies inventories while only 36.3%
agreed to the availability of skills and competencies inventories at UNZA.
Furthermore, 13.7% remained mute. With regard to the interview findings, only one
interviewee claimed to have a skills and competencies inventory in his unit. These
results, therefore, show that UNZA does not have skills and competencies
inventories. This deficiency entails that it is difficult for UNZA to know the risks and
opportunities associated with its current knowledge base (Hylton 2002;
Paramasivan 2003).

In conclusion, the findings of this study indicate that while organisations are using
documentation of work operations, workforce planning and knowledge auditing to
assess organisational capabilities in ensuring effective and efficient operational
performance (American Public Power Association 2005; Braintree District Council
2006; Dosi, Failo and Marengo 2003; Hylton 2002; Rothwell 2004; University of
New England 2002), UNZA has no adequate knowledge assessment practices in
place. This, therefore, entails that it is difficult to retain operational knowledge in
order to sustain performance in various operations at UNZA (Dosi, Failo and
Marengo 2003; Hylton 2002; Paramasivan 2003; Rothwell 2004).
.
5.3.2 Knowledge Acquisition Practices at UNZA

The fifth objective of this study investigated the available knowledge acquisition
practices at UNZA. Knowledge acquisition refers to the practices used by an
175

organisation to possess knowledge (Choo 2001; DeLong 2004; Liou 1990; Man
2006). As already mentioned, UNZA has a number of functions performed by its
staff that include academic, technical, administrative/management and
professional tasks. Unique skills and knowledge are required to perform these
tasks competently.

With regard to knowledge acquisition practices, literature findings established
recruitment, training and development, brainstorming, expert systems, subject
matter experts and after action reviews. These practices are concerned with how
staff get hold of relevant operational knowledge, that is, through approaches such
as explicit to tacit (organisational learning) or tacit to explicit (organisational
memory creation) (Cheah, Rashid and Abidi 2003; Lyles and Salk 2006:14; McCall
2006; Nonaka 994; Poulymenakou, Cornford and Whitley 1990; Soo, Midgley and
Devinney 2002; Tsai and Lee 2006). Practices viewed to facilitate knowledge
acquisition through explicit to tacit include expert systems and training and
development (Corredoira and Rosenkopf 2006; IMB Business Consulting Services
2003; Okiy 2004; Rowold 2007) while those viewed to facilitate tacit to explicit
include recruitment, brainstorming, subject matter experts and after action reviews
(Corredoira and Rosenkopf 2006; Harman and Brelade 2000; IMB Business
Consulting Services 2003; Liou 1990; Townsend and Gebhardt 2001).

With this understanding, both the survey and interviews data collection methods
identified various knowledge acquisition practices currently obtainable at UNZA
having benchmarked them against the above described knowledge acquisition
techniques.

5.3.2.1 Recruitment
Recruitment as a knowledge acquisition technique involves the determination of an
organisations knowledge requirements and enrolling individuals deemed to posses
such knowledge into the organisation (Corredoira and Rosenkopf 2006; DeLong
2004 and Harman and Brelade 2000). The findings on the acquisition of tacit
176

knowledge through recruitment were obtained through interviews. All interviewees
explained that recruitment at UNZA was an undertaking for central administration.
However, a few indicated that before recruiting someone, a needs assessment
aimed at establishing gaps in knowledge and skills of their current staffs was
conducted. Pursuing recruitment in this manner has been recommended as a best
practice (DeLong 2004). However, all the interviewees expressed concern over the
freeze on recruitment and unfilled establishments. Considering that 80% to 90% of
cooperate knowledge is tacit based (Hylton 2002), this concern, therefore,
indicates that UNZAs knowledge base is incomplete and as such, it is difficult to
accomplish operations effectively and efficiently in the absence of required
operational knowledge.

5.3.2.2 Training and Development
The process of equipping employees with relevant operational knowledge
beneficial to organisational operations is called training and development (Browell
2000; Rowold 2007; Vermeulen 2002). Based on academic tasks of teaching,
research, curriculum development, academic citizenship or public life and
consultancy, the survey findings indicate that more than half of the respondents
had experience in teaching (54.8%) and research (73.4), while a few respondents
indicated to have had experience in curriculum development (24.2%), academic
citizenship or public life (41.1%) and consultancy (45.2%). Besides this finding, the
survey results further revealed that less than half of the academics were
professionally trained in academic tasks of teaching (40.5%), research (45.2%),
curriculum development (23.4%), academic citizenship or public life (18.5%) and
consultancy (18.5%). With this deficiency having been established, there was
overwhelming response for necessity to undergo training into functions, policies
and procedures in the University (89.5%), teaching methodology (91.9%), research
methodology (88.7%), curriculum development (86.3%), and in
school/departmental administration and management (75%).

On the other hand, almost all interviewees claimed to facilitate knowledge
acquisition through training, although most of it was not operationally specific. For
177

instance, core tasks such as teaching were not among those being undertaken. As
such, it could be logical to think that most training undertaken could be on general
operational awareness and not on addressing the need to acquire knowledge for
specific core functions that employees undertake. The situation actually could be
worse than what was established considering the fact that UNZA was yet to
establish the training needs of its staff.

Thus, the results indicate that training and development aimed at the acquisition of
job specific knowledge at UNZA was lacking. This logical assertion is supported by
the survey results on the desire by respondents to have training in all the core
tasks such as teaching, research, curriculum development, and general
administration and management. The lack of training and development
presupposes the inability to have effective and efficient performance in
organisational operations (Vermeulen 2002).

5.3.2.3 Brainstorming
Brainstorming as a knowledge acquisition technique involves the generation of
ideas by a group of people with a view to find solutions for a given problem (Liou
(1990). According to the survey findings, 61.3% of the respondents agreed that
brainstorming was used at UNZA. Similar findings were established from the
interviewees as most of them reported that most decisions in their units were
achieved through consensus in meetings.

5.3.2.4 Subject Matter Experts
Subject matter experts are individuals considered knowledgeable in a given
subject area (IBM Business Consulting Services 2003). According to the survey
results, 81.5% of respondents agreed that UNZA uses subject matter experts as a
tool for knowledge acquisition. The interview findings also firmly acknowledged that
subject matter experts constituted many of the operational committees at UNZA.
This finding, therefore, indicates that in making operational decisions, UNZA
placed value on subject matter experts as facilitators of knowledge acquisition.
178

This finding implies that there was some knowledge acquisition for operational
relevant knowledge at UNZA (IBM Business Consulting Services 2003).

5.3.2.5 Expert Systems/Knowledge Bases
Expert systems/knowledge bases are computer-based repositories of explicit
knowledge the IBM Business Consulting Services (2003). According to the survey
findings, 69.4% of respondents indicated that expert systems/knowledge bases are
not in use at UNZA. Similarly, all interviewees stated that UNZA had no expert
systems/knowledge bases. Based on these findings, it is logical to conclude that
UNZA does not use expert systems/knowledge bases for knowledge acquisition.

5.3.2.6 After Action Reviews
The last knowledge acquisition technique considered in this study was after action
reviews. According to (IBM Business Consulting Services 2003) after action review
is an operational practice in which improvements on operations are made by
making deliberate efforts to re-evaluate them. The survey findings indicate that the
practice is in use but not so much pronounced as only 13.7% reported that after
action reviews were used very often, while 41.1% indicated that after action
reviews were only used sometimes. All interviewees mentioned that their
operations were reviewed at different forums such as Board of Studies for
academic units. Given these findings, after action reviews as knowledge
acquisition practice were found to be a prevalent at UNZA.

Given the above discussion, UNZA was currently doing well in terms of knowledge
acquisition practices such as brainstorming, subject matter experts and after action
reviews. However, critical knowledge acquisition practices such as recruitment and
training and development are not effective. Coupled with none-availability of
knowledge bases/repositories where employees could refer for best practice in a
given task entails that there is more required to improve UNZAs capacity to
acquire relevant operational knowledge if efficient and effective performance is to
be achieved in operations (Kruse 2003).
179


5.3.3 Knowledge Transfer Practices at UNZA

In Chapter One, knowledge transfer has been defined as an activity that facilitates
knowledge flows in organisations, departments or indeed sections and units (Bou-
Llusar and Segarra-Cipres 2006). Such knowledge flows may involve interactions
of individuals or indeed an individual making reference to codified knowledge
(Lochhead and Stephens 2004; Newman and Conrad 1999).

The literature findings in Chapter Two revealed that knowledge transfer practices
included succession planning, community of practice, knowledge repositories,
mentoring, coaching, phased retirement, job rotation, story telling and orientation.
Among these practices, those oriented towards the transfer of tacit knowledge
include succession planning, community of practice, mentoring, coaching, phased
retirement, job rotation and story telling (Bentley 1995; Butler and Roch-Tarry
2002; DeLong 2004; Gale 2007; Kastelli 2006; Leblanc and Hogg 2006; OhioEPA
2006; Stovel and Bontis 2002). Those deemed to be oriented towards the transfer
of explicit knowledge include knowledge repositories and orientation (DeLong
2004; University of Melbourne 2002).

Knowledge transfer practices at UNZA were investigated through a survey
conducted among academic members of staff and interviews with various heads of
units. Both the survey and interviews followed a pattern of established knowledge
transfer practices discussed in the foregoing paragraphs.

5.3.3.1 Succession Planning
A common knowledge transfer technique, succession planning involves deliberate
facilitation of knowledge flow among staff with a view to avoid knowledge loss
through attrition challenges (Butler and Roch-Tarry 2002). From the presented
survey findings, only 27.4% of the respondents indicated that succession planning
was in existence at UNZA. With regard to the interview findings, succession
180

planning as a formal knowledge transfer technique does not exist, as some of the
respondents only alluded to the fact that in one way or another, they try to have
people familiarised to most of the tasks in their units. Given the importance placed
on succession planning (Stovel and Bontis 2002), the findings at UNZA clearly
indicate that succession planning as a knowledge transfer technique was lacking.

5.3.3.2 Communities of Practice
Communities of practice are formal or informal groupings of employees whose
common goal is to share operational knowledge (Cadiz, Griffith and Sawyer 2006;
Nickols 2003). According to the survey findings, only 9.7% respondents agreed
that communities of practice existed at UNZA. However, a crosscheck question
that provided statements that defined communities of practice, findings show that
50% of respondents belonged to an informal grouping where they share
operational knowledge while 48.4% agreed to be a member of a formal grouping
that share operational knowledge. These survey findings were affirmed by the
interview findings in which most interviewees indicated that many meetings (for
example, Board of Studies, weekly management meetings) were held in which
various operational matters were discussed. Given these findings, one can safely
argue that employees at UNZA share knowledge among themselves at a large
scale in the meetings. DeLong (2004) and Ngulube and Mngadi (2007) reached
the same conclusions in their studies.

5.3.3.3 Knowledge Repositories Through Documentation
Knowledge repositories are technology based platforms in which declarative,
procedural and context knowledge are stored (Danish Delegation of the NATO
Training Working Group on Individual Training and Education Development 2003;
ECWA 2003; Lochhead and Stephens 2004). Documenting relevant operational
knowledge has been advocated for in order to mitigate attrition challenges and aid
the learning period for new employees (DeLong 2002; DeLong 2004; Hanes,
Gross and Ayres 2001; IBM Consulting Services 2003). In this research, the
survey findings indicate that 31.5% of respondents agreed that UNZA had
181

knowledge repositories. Furthermore, and in order to verify this finding, only 29%
agreed that their schools/departments had operational policies/procedures/work
manuals located in a central place where each member of staff could easily access
them. The interview results also show that UNZA lacks knowledge repositories.
Given these results, it is clear that UNZA has no knowledge repositories in which
operational documentations are kept. The findings concur with Padillas (2006)
assertion that most organisations do not document their operational relevant
knowledge and, therefore, UNZAs operational memory is weak (IMB Consulting
Services 2003).

5.3.3.4 Mentorship, Formal and Informal
Mentorship is one way in which knowledge in an organisation can be transferred.
According to OhioEPA (2006), mentoring involves the pairing of an experienced
staff with a novice in order to help the novice acquire competences required for
operational benefit. The survey results indicate that 78.2% of the respondents
agreed that both formal and informal mentorship existed at UNZA. However, a
further verification of this finding revealed that only 22.6% agreed to the statement
that new employees in their schools/departments were allocated a mentor. The
interview results on the other hand revealed that no mentorship activities were in
place except for the fact that each member of staff was encouraged to consult
among colleagues on various issues regarding operations. These findings
therefore, suggest that there could be some mentorship that goes on at UNZA,
most of which could be informal. Such a situation shows lack of commitment in
ensuring that operational knowledge at UNZA was transferred among staff when
compared with other universities that have formally recognised mentorship
programmes (University of Aberdeen 2006; University of Reading 2007).

5.3.3.5 Coaching
Related to mentorship, coaching involves the guiding and monitoring a trainees
progress on training given in order to consolidate the trainees operational relevant
knowledge which enhances such a trainees performance (Bentley 1995). The
182

survey results show that 62.9% of the respondents agreed that coaching existed at
UNZA. However the interview results indicate that no coaching was in place at
UNZA. This finding is thus somewhat similar to the findings on mentorship, and as
such one could only argue that probably unofficial coaching of staff could be in
place. This finding therefore contradicts the assertion that coaching is an important
tool for knowledge transfer in intergenerational workforce and as such, UNZA was
losing an opportunity for transferring knowledge from experienced long serving
staff to young new employees (Henry 2006; Nitschke 2007).

5.3.3.6 Phased Retirement
In situations where retirements are identified as drivers for knowledge loss, phased
retirements have been used to transfer knowledge among staff (Howard
Community College 2007; Lochhead and Stephens 2004). This knowledge transfer
technique is also common in universities (Gale 2007). From the presented survey
findings above, 60.5% of the respondents revealed that phased retirement existed
at UNZA. This finding was further affirmed by 77.1% of the respondents who
agreed that fit eligible retirees at the age of 55 were often retained on contract
conditions of service. The interview findings were also in support of the survey
findings as interviewees under academic units agreed that retired academics were
usually retained as contract workers. However, not all support staff were retained
on contract except for those identified to posses unique exceptional skills and
knowledge. These findings indicate that phased retirement was an existing
practiced knowledge transfer technique. The findings are in line with the reviewed
literature (Gale 2007; Howard Community College 2007; Lochhead and Stephens
2004).

5.3.3.7 Orientation, General and job specific
Orientation, also viewed as induction involves initiation of staff to general and
specific operational requirements in their roles (University of Reading 2007). With
regard to the use of orientation as a knowledge transfer practice at UNZA, 39.5%
of the respondents agreed that both general and specific orientation existed at
183

UNZA. This finding is also in line with most interviewees who were of the view that
no formal orientation programmes were organised for their staff, especially for
academic members of staff. This finding contradicts the fact that staff orientation
at UNZA was a formal requirement for all staff as reported by the interviewee
vested with the responsibility.

5.3.3.8 Job Rotation
Rotation of staff in different roles is one of the approaches used to transfer relevant
operational knowledge (UNESCWA 2003; Kastelli 2006). Based on the survey
results, 60.5% of the respondents agreed that job rotation as a knowledge transfer
practice existed at UNZA. The interview results revealed that job rotation was only
practiced for non-academic staff. Overall, these results imply that job rotation was
a knowledge transfer technique at UNZA. These findings therefore denote that
through exposure to different roles, UNZA was able to transfer some relevant
operational knowledge (UNESCWA 2003).

5.3.3.9 Story Telling
Narratives that constitute operational knowledge have been considered as
knowledge transfer tools (Prusak 2001). The survey results show that story telling
is not used as a knowledge transfer practice at UNZA considering that only 13.7%
of the respondents agreed that it existed. The interview results also reveal that it
was difficult to tell if stories formed part of the knowledge transfer tools used by
staff in their operations. These findings imply that story telling as a knowledge
transfer tool was lacking at UNZA. As such, the lack of story telling as a knowledge
transfer technique entails that UNZAs capacity to expose tacit knowledge for
operation benefit was lacking (Leblanc and Hogg 2006).

5.4 SUMMARY OF CHAPTER FIVE

This chapter has presented the interpretation and discussion of the research
findings in this study. According to the interpretation, UNZA faces knowledge loss
184

challenges that have implications on operations as there were notable gaps in the
established knowledge retention practices. Notwithstanding, a few positives were
noted, although the majority of the considered knowledge retention practices were
found to be lacking.
185

CHAPTER SIX:

SUMMARY OF MAJOR FINDINGS, CONCLUSION AND RECOMMENDATIONS

6.0 INTRODUCTION

The preceding chapter presented an interpretation and discussion of the findings in
relation to objectives of the study. As the interpretation of findings indicates, UNZA
has serious knowledge loss challenges. This chapter presents the summary of
major findings, conclusion and recommendations.

6.1 SUMMARY OF MAJOR FINDINGS
In Chapter One, the researcher envisaged that most organisations including UNZA
were faced with the problem of knowledge loss and that proactive responses such
as knowledge retention were required to handle the dilemma (DeLong 2004;
Performance Agents 2006). Internationally and in African, the findings were clear
on the fact that universities were engaged in the management of their operational
relevant knowledge (Cloete and Galant 2005; Dewe 2005; Kings College London
2005; University of California 2006; UniSA 2007; University of Edinburgh 2007). As
for UNZA, the research findings established knowledge loss challenges emanating
from staff attrition challenges such as retirements and resignations and the lack of
documentation for operational work processes and tasks. These established
knowledge retention challenges are regarded as a menace for operations (DeLong
2002; DeLong 2005; Hahn 2006; Padilla 2006; Purdum 2006; Sutherland and
Jordaan 2004).

With a view to combat the established challenges, the literature review established
a number of tools that can be used to retain knowledge in organisations. These
knowledge retention tools grouped under knowledge assessment, acquisition and
transfer were investigated to ascertain UNZAs efforts in retaining operational
relevant knowledge. The results of the investigation were presented in Chapter
186

Four and interpreted and discussed in Chapter Five. These results show a number
of noticeable gaps in the available knowledge retention practices currently in place
at UNZA.

With regard to knowledge assessment as an integral dimension of knowledge
retention, three techniques namely organisational capabilities assessment,
workforce planning, and knowledge auditing were investigated. The findings on
these techniques were not positive for UNZA. It was clear that very few work
processes and tasks have been documented. Workforce planning was not
practiced and skills and competency inventories were lacking. Knowledge
assessment is a well-known tool that serves as a source of operational knowledge
especially in organisations faced with knowledge loss challenges (Rothwell 2004).
As such, authorities such as Henczel (2000), Hylton (2002), Jarra (2002) and
Paramasivan (2003) argue that the lack of knowledge assessment as a knowledge
retention tool undermines operational performance as it would be difficult for an
organisation to uncover and ascertain its operational strengths and weaknesses
with regard to vital operational knowledge.

Considering the findings on knowledge acquisition as another knowledge retention
dimension, the investigated practices (recruitment, training and development,
brainstorming expert systems/knowledge bases, subject matter experts, and after
action reviews) had both positive and negative findings.

Knowledge acquisition was supported in form of generation of ideas, utilisation of
expertise and reviews on operations. An observation made by the researcher was
that all these knowledge acquisition practices usually took place in the form of
meetings. Meetings are forums in which operational decisions are usually made by
experts (Turban 1999). At UNZA, a number of committees that handle operational
matters were found to be in existence. This finding, therefore, is supported by
authorities such as Cheah, Rashid and Abidi (2003), McCall (2006)
Poulymenakou, Cornford and Whitley (1990) and Soo, Midgley and Devinney
187

(2002) who view knowledge acquisition as a tool for problem solving and
operational enhancement.

In contrast, there was no support established for the existence of recruitment,
training and development and expert systems/knowledge bases as knowledge
acquisition practices. According to the reviewed literature, knowledge acquisition
cannot take place in a situation where recruitments of staff are not undertaken,
staff are not trained in operational tasks and repositories for operational knowledge
are lacking (DeLong 2004; IBM Business Consulting Services 2003; Rowold 2007;
Tsai and Lee 2006; Vermeulen 2002).

The last vital component of knowledge retention considered in this study was
knowledge retention. The participation of staff in various meetings, the exposure of
staff to various units and the retention of employees beyond their retirement age
were found to be the strengths in the transfer of knowledge at UNZA. These
positive attributes refer to communities of practice, job rotation and phased
retirements as knowledge transfer practices. The ability to enable operational
knowledge survive through professional connections, exposing staff to challenging
and multi-operations as well as the ability to nurture tacit knowledge within
experienced long serving staff is considered vital for knowledge retention (DeLong
2004; Levine and Gilbert 1999; Lochhead and Stephens 2004).

In contrast, succession planning, coaching, knowledge repositories through
documentation, story telling, orientation, general and job specific, and mentorship,
formal and informal were all found to be lacking at UNZA. Referring to succession
planning, Butler and Roch-Tarry (2002) argue that the failure to identify talent,
skills and competencies undermine the very efforts of knowledge management in
an organisation. Similarly, the inability to document operational knowledge has
been noted as unfortunate in view of operational threats caused by attrition
challenges and the difficulty observed in finding potential replacements (Hanes,
Gross and Ayres 2001; DeLong 2002; Padilla 2006).
188

6.2 CONCLUSIONS
The challenges that were established are in line with the research problem stated
in Chapter One that UNZA had knowledge loss challenges that posed threats on
its capacity to perform operations efficiently and effectively. Thus, the research
results have established that the following knowledge retention practices were
lacking at UNZA:
Documented work processes;
Knowledge auditing;
Workforce planning;
Training and development for specific job tasks;
Succession planning;
Orientation for general and job specific;
Knowledge repositories
Story telling;
Coaching; and
Communities of practice.

Considering the value placed on the above list of lacking essential practices for
knowledge retention entails that UNZA is indeed in dire need for a solution to help
retain operational relevant knowledge. This need was well established in the
findings. However, UNZAs knowledge retention efforts could be aided by some
positive aspects that were determined such as the following:
Availability of general policies for some activities within various functions
such as teaching, research, consultancy and human resources.
Availability of a number of courses relevant for some specific job functions
in the university.
Operations based on committees in which expertise emanating from
experienced members of staff are utilised.

The strengths UNZA has should be nurtured by ensuring that they are formally
recognised and taken along with the other missing knowledge retention practices.
189

Notwithstanding, a prima-facie case for the retention of operational relevant
knowledge at UNZA has been established. Thus, the researcher therefore,
proposes that UNZA should consider the formulation of a well coordinated and
integrated approach for managing operational relevant knowledge.

In view of the above, this chapter proposes guidelines that UNZA could consider
when developing a knowledge retention policy.

6.3 RECOMMENDATIONS: UNZA KNOWLEDGE RETENTION POLICY
GUIDELINES

The need to recommend guidelines for the knowledge management policy to
enhance knowledge retention at UNZA was the drive behind this study. It was
envisaged that the retention of knowledge in universities was beneficial in many
ways (See section 1.3 in Chapter One) and situations supporting this cause were
well established. Aspects for a knowledge retention policy were also investigated
(See section 2.11 in Chapter Two) and as such, a number of specific
recommendations in this Chapter have been made on the following aspects:
Policy vision and objectives;
Knowledge drivers for the policy;
Knowledge types and approaches;
Knowledge assessment practices;
Knowledge acquisition practices; and
Knowledge transfer practices.
The recommendations made below are based on the need to help UNZA maintain
its organisational memory, that is, the operational knowledge within UNZA
employees as well as the organisational operational procedures and related
documents.



190

6.3.1 Guidelines for the Policy Vision and Objectives
Within Chapter One of this dissertation, it was envisaged that UNZA faced
knowledge retention challenges that jeopardise operational performance. These
assertions were also confirmed by the data collected and analysed in Chapters
Four and Five. Given the findings, this study recommends that the vision and
objective for the UNZA policy for knowledge retention should be along the following
lines:
(a) Vision: To achieve excellence in operations and, therefore, make
UNZA the most preferred learning institution and
employer of choice.

(b) Objective: To sustain and ensure effective and efficient operations
through the retention of relevant operational knowledge
assets.

6.3.2 Guidelines on Knowledge Drivers for the Policy
Chapter Two presented a number of drivers that lead to the need for retaining
organisational relevant operational knowledge. Such drivers include attrition and
lack of documentation for operational knowledge. In this study, attritions and lack
of documentation for operations were found at UNZA. This study therefore,
recommends that the drivers for the knowledge retention policy for UNZA should
be:
(a) The established attrition challenges; and
(b) The need to document operational relevant knowledge.
It is hoped that once the above drivers are considered, it may be possible to
sustain effective and efficient operational performance.

6.3.3 Guidelines for Knowledge Types and Approaches
This study investigated both tacit and explicit knowledge at UNZA. It is
recommended that an integrated approach should be used to retain relevant
191

operational knowledge at UNZA. The integration should consider both tacit and
explicit knowledge.

6.3.4 Guidelines for Knowledge Assessment Practices
A number of knowledge assessment techniques were reviewed in Chapter Two
and investigated in Chapters Four and Five. In order for UNZA to be able to
identify its strengths for operational benefit and based on the findings of this study,
it is recommended that the following knowledge assessment practices be
considered:
Organisational capabilities assessment;
Workforce planning; and
Knowledge auditing.

The above knowledge assessment practices will offer the following benefits to
UNZA:
The documentation of operational processes and tasks will create a
repository of explicit knowledge;
Workforce planning will enable UNZA forecast its knowledge requirements
for effective and efficient operations; and
Knowledge auditing will clearly identify UNZAs knowledge base and as
such, inventories for skills and competences could be developed. The
availability of skills and competencies profiles could help a great deal in
placing right candidates on various research projects at UNZA.

6.3.5 Guidelines on Knowledge Acquisition Practices
A number of knowledge acquisition techniques were reviewed in Chapter Two and
investigated in Chapters Four and Five. In order for UNZA to be able to ensure
sufficiency in its operational knowledge base, it is recommended that the following
knowledge acquisition practices be considered:
Recruitment;
Training and development;
192

Brainstorming;
Subject matter experts;
Expert systems/knowledge bases; and
After action reviews.

Many benefits have been associated with the above knowledge acquisition
practices including the following:
Recruitment, training and development, brainstorming and availability of
subject matter experts ensures the acquisition and generation of new
innovative ideas and serves as tools for not only replacing knowledge loss
incurred through attrition challenges but also speeding up the process of
knowledge gain for new employees;
Possessing expert systems/knowledge bases will be surety for easily
accessible guidance for executing operations effectively and efficiently; and
Introducing after action reviews will ensure frequent reviews on how best to
handle tasks and in turn perfect operations.

6.3.6 Guidelines on Knowledge Transfer Practices
In order for UNZA to be able to spread its operational knowledge, it is
recommended that the following knowledge transfer practices be considered:
Succession planning;
Communities of practice;
Coaching;
Knowledge repositories;
Story telling;
Orientation, general and job specific;
Mentorship, formal and informal;
Job rotation; and
Phased retirement.

193

A number of benefits are indeed associated with the above knowledge transfer
practices. By considering the above-recommended practices, UNZA stands to
benefit in the following ways:
Succession planning will help to proactively identify potential replacements
for attrition incurred in areas where continuity is a must for operational
sustenance;
Communities of practice will enable environments in which knowledge
sharing shall be fostered and enhanced;
Coaching and mentorship shall serve as a direct injection of required
operational knowledge for employees;
Stories will be of benefit in an on-going creation of organisational memory;
Orientation will provide general and specific understanding of UNZA
expectations from its employees as well as instilling confidence in staff;
Rotation of employees shall expose staff to the various operations and
environments at UNZA and as such the memory for operational knowledge
shall be greatly enhanced; and
Phased retirement shall offer an opportunity to access the vast operational
knowledge of serving staff as well as an extended opportunity to extract tacit
knowledge into explicit knowledge for operational benefit.

6.4 UNZA KNOWLEDGE RETENTION FRAMEWORK

Considering the findings and the recommendations made for UNZA, the suggested
Knowledge Retention Framework (KRF) can be presented as follows:







194

Figure 6.1: UNZA Knowledge Retention Framework






























RATIONALE FOR KNOWLEDGE RETENTION

To mitigate operational knowledge loss and therefore
sustain effective and efficient operational performance
KNOWLEDGE RETENTION CHALLENGES

Attrition (Retirements, Resignations, Deaths)
Lack of documentation
KNOWLEDGE RETENTION APPROACHES

Integrated (Tacit & Explicit Knowledge)
KNOWLEDGE RETENTION DIMENSIONS

Knowledge assessment
Knowledge acquisition
Knowledge transfer
KNOWLEDGE ASSESSMENT

Organisational capabilities assessment
Workforce planning
Knowledge auditing
KNOWLEDGE ACQUISITION

Recruitment
Training and development
Brainstorming
Subject matter experts
Knowledge bases
After action review
KNOWLEDGE TRANSFER

Succession planning
Communities of practice
Coaching
Knowledge repositories
Orientation
Mentorship
Job rotation
Phased retirement
Story telling
195

6.5 RECOMMENDATIONS FOR FUTURE RESEARCH

This study achieved its mandate by recommending guidelines that can be
considered to develop a knowledge retention policy for UNZA. The established
gaps in the actual knowledge retention practices at UNZA formed the basis upon
which the various reviewed knowledge retention practices have been
recommended. The recommended guidelines have set a platform that clearly
provides a road map on how to tackle knowledge retention challenges. The
recommended knowledge retention framework could be further adapted by other
African universities that may be facing the problem of knowledge loss.

However, implementing knowledge retention programmes requires further
understating. This need was noted in Chapter One (See section 1.4.3). Thus, there
is need that the recommended knowledge retention framework should be
implemented. The implementation will certainly require the availability of a
systematic approach that must address aspects such as organisational culture,
technology infrastructure, costs involved, management buy-in, to mention but a few
(UNESCWA 2003). Given this understanding, this research proposes that a study
be conducted to determine requirements for implementing knowledge retention
policies. Thus establishing an implementation framework is recommended.

6.6 SUMMARY OF CHAPTER SIX

Having recognised the findings of the study, this chapter presented guidelines for
stemming knowledge retention challenges at UNZA and consideration of an
implementation framework has also been advised.

196

References

Abbreviations of references used in the dissertation

ADB see Asian Development Bank
UNESCWA see United Nations Economic and Social Commission for Western
Asia
NeLH see National Electronic Library for Health
TVA see Tennessee Valley Authority
UniSA see University of South Australia
UNZA see University of Zambia

AARP. (2006) Business Executives Attitudes Toward the Aging Workforce: Aware
but not Prepared? Available: http://research.aarp.org (Accessed on 21
March 2007).
AARP. (2007) Looking Toward an Older Workforce: A Focus on New Mexico
Employers. Available: http://research.aarp.org (Accessed on 2 May 2007).
Adams, D. (2001) Learning From Experience Making the Most of Work-Based
Learning. International Journal of Contemporary Hospitality Management
13(5):235-240.
Al-Hawamdeh, S. (2002) Knowledge Management: Re-Thinking Information
Management and Facing the Challenge of Managing Tacit Knowledge.
Information Research 8 (1) Available http://InformationR.net/ir/8-
1/paper143.html (Accessed 2 February 2006).
Alavi, M and Leidner, E. D. (1999) Knowledge Management Systems: Issues,
Challenges, and Benefits. Communication of the Association for
Information Systems 1 (1): 2-37.
Al-Athari, A and Zairi, M. (2001) Building Benchmarking Competence Through
Knowledge Management Capability: An Empirical Study of the Kuwaiti
Context. Benchmarking: An International Journal 8(1): 70-80.
197

Ajiferuke, I. (2003) Role of Information Professional in Knowledge Management
Programs: Empirical Evidence From Canada. Informing Science. Available:
http://inform.nu/Articles/Vol6/v6p247-257.pdf (Accessed 20 June 2005).
Allen, G.S. (2004) The Value of Phased Retirement. NBER Working Papers
Series. Working Paper 10531. Available:
http://www.nber.org/papers/w10531 (Accessed on 2 October 2007).
American Public Power Association. (2005) Work Force Planning for Public Power
Utilities: Ensuring Resources to Meet Projected Needs. Available:
http://www.appanet.org/files/PDFs/WorkForcePlanningforPublicPowerUtilitie
s.pdf (Accessed on 1 June 2007).
Ancori, B., Bureth, A and Cohendet, P. (2000). The Economics of Knowledge: The
Debate About Codification and Tacit Knowledge. Industrial and Corporate
Change 9(2): 255-287.
Anderson, D, Johnson, R and Saha, L. (2002) Changes in Academic Work:
Implications for Universities of the Changing Age Distribution and Work Roles
of Academic Staff. Available:http://www.dest.gov.au/NR/rdonlyres/57E92071-
C591-4E15-879C-468A9CDE80A1/910/academic_work.pdf (Accessed on 23
June 2007).
Anderson, G and Arsenault, N. (1998) Fundamentals of Educational Research.
London: RutledgeFalmer.
Anderson, R.L. (2002) Knowledge Management and Chief Knowledge Officers
An Evaluation of Skills and Job Responsibilities. Available:
http://www.quantum.dialog.com/q2_resources/whitepapers/km_cko.pdf
(Accessed on 20 July 2005).
Antal, A. (2003) Organisational Learning: How can it Help the Biodiversity Field
Evolve? Available: http://www.wzb.eu/gwd/inno/pdf/ol-biodiversity.pdf
(Accessed on 2 July 2006).
Apistola, M and Oskamp, A. (2002) Knowledge Management for Law Practice: Do
we Really Need it? 17
th
BELITA Annual Conference, April 5
th
6
th
, 2002.
Available: http://www.bileta.ac.uk/02papers/apistola.html. (Accessed on 20
July 2006).
198

Apostolou, D and Mentzas, G. (2003) Experiences From Knowledge Management
Implementations in Companies of the Software Sectors. Business Process
Management Journal 9(3):354-381.
Asian Development Bank. (2004) Knowledge Management in ADB. Available:
http://www.adb.org/Documents/Policies/Knowledge-
Management/km0400.asp (Accessed on 25

June 2006).
Auer, P. (2002) Promoting Knowledge Exchange: Vogue Words or Mandatory for
Future Success? Available: http://www.hrm-auer.ch (Accessed on 19
December 2006).
Auer, P, Berg, J and Coulibaly, I. (2004) Is a Stable Workforce Good for the
Economy? Insights into the Tenure-Productivity Employment Relationship.
Available:
http://www.ilo.org/public/english/employment/strat/download/esp15.pdf
(Accessed on 15

May 2007).
Australian National Audit Office. (2005) Workforce Planning. Available:
http://www.anao.gov.au/director/publications/auditreports/2004-
2005.cfm?item_id=1EB2... (Accessed on 7 June 2007).
Ayuk, T.E and Jones, B. (2005) Building Institutional Capacity Economic Policy
Research in Africa: Myth or Reality. Available:
http://www.idrc.ca/uploads/user-
S/11086462181Building_Institutional_Capacityin_Africa.pdf (Accessed on
10 November 2006).
Bailey, S and Cameron, A. (2004) Developing an Institutional Records
Management Programme. Available:
http://www.jisc.ac.uk/media/documents/publications/institutionalrecordsman
agement0104_rtf.rtf (Accessed on 28

July 2007).
Bachor, D. (2000) Reformating Reporting Methods for Case Studies. Available:
http://www.aare.edu.au/00pap/bac00287.htm (Accessed on 29 August
2008).
199

Bary, A.C. (1998) Choosing Qualitative Data Analysis Software: Atlas/ti and Nudist
Compared. Sociological Research Online 3(3). Available:
http://www.socresonline.org.uk/3/3/4.html (Accessed on 12 June 2007).
Basu, B and Sengupta, K. (2007) Assessing Success Factors of Knowledge
Management Initiatives of Academic Institutions A Case of an Indian
Business School. The Electronic Journal of Knowledge Management 5(3):
273-282.
Bell, J. (1993) Doing your Research Project: A Guide for First-time Researchers in
Education and Social Science. 2
nd
ed. Buckingham: Open University Press.
Bellinger, G. (2004) The Knowledge Centred Organisation: A Dream Quest.
Available http://www.systems-thinking.org/tkco/tkco.htm (Accessed 23
November 2005).
Bentley, N. (1995) Coaching and Mentoring: A Practical Approach to Management
Development. Available:
http://www.activeops.com/article_coachingandmentoring.htm (Accessed on
10 November 2007).
Berberet, J, Bland, J.C, Brown, E. B and Risbey R. K. (2005) Late Career Faculty
Perceptions: Implications for Retirement Planning and Policy Making.
Available: http://www.tiaa-crefinstitute.org/research/dialogue/docs/84.pdf
(Accessed on 19 November 2007).
Best Buy. (2002) Retaining Valuable Knowledge. APQC. Available:
http://jobfunctions.bnet.com/casestudy.aspx?docid=253567 (Accessed on
20 January 2007).
Bhawal, C. (2006) Managing a Knowledge Oriented Business in Times of High
Attrition. Available:http://www.crisil.com/crisil-young-thought-leader-
2005/dissertations/Chirajit-Bhawal_Dissertation.pdf (Accessed on 24 October
2006).
Billet, S. (2004) Workplace Participatory Practices: Conceptualising Workplaces as
Learning Environments. The Journal of Workplace Learning. 16(6): 312-
324.
200

Bhojaraju, G. (2005) Knowledge Management: Why do we Need it for Corporates?
Malaysian Journal of Library & Information Science 10 (2): 37-50.
Bogdanowicz, M and Bailey, E. (2002) The Value of Knowledge and the Values of
the New Knowledge Worker: Generation X in the New Economy. Journal of
European Industrial Training 26(2/3/4): 125-129.
Boom, D. (2005) The Asian Development Banks Knowledge Management
Framework. Available:
http://www.km4dev.org/journal/index.php/km4dj/article/viewFile/25/64
(Accessed on 20 September 2006).
Bontis, N. (1998) Intellectual Capital: An Exploratory Study that Develops
Measures and Models. Management Decision 36(2):63-76.
Bontis, N. (2000) Assessing Knowledge Assets. A Review of the Models Used to
Assess Intellectual Capital. Available:
http://www.business.mcmaster.ca/mktg/nbontis/ic/publications/BontisIJMR.p
df (Accessed 3 August 2006).
Borg, R.W and Gall, D.M. (1989) Educational Research. 5
th
ed. New York:
Longman.
Boyles, W. (2005) Knowledge Retention and Transfer: TVAs Approach to
Retaining Critical Knowledge in an Aging Workforce. IAEA Workshop,
Managing Nuclear Knowledge. Available:
http://www.iaea.or.at/km/documents/24_W_Boyles_2226Aug05.pdf#search
=%22Tennessee%20valley%20Authority%20knowledge%20retention%22
(Accessed 20

August 2006).
Bou-Llusar, C.J and Segarra-Cipres, M. (2006) Strategic Knowledge Transfer and
its Implications for Competitive Advantage: An integrative Conceptual
Framework. Journal of Knowledge Management 10(4):100-112.
Bouthillier, F and Shearer, K. (2002) Understanding Knowledge Management and
Information Management: the need for an Empirical Perspective.
Information Research 8 (I). Available: Available at
http://InformationR.net/ir/8-1/paper141.html (Accessed on 15 February
2005).
201

Braintree District Council. (2006) Workplace 2005 08. Available:
http://www.braintree.gov.uk/NR/rdonlyres/3FC0B2A7-3732-4D3D-A3DC-
F820F94A800A/0/CSS20052008.pdf (Accessed 2 July 2007).
Brewster, C, Chiravegna, F and Wilkis, Y. (2001) Knowledge Acquisition for
Knowledge Management: Position Paper. Available: sunsite.informatik.rwth-
aachen.de/Publications/.../Vol-38/brewster.pdf (Accessed on 22 May 2006).
Britten, N. (1995) Qualitative Research: Qualitative Interviews in Medical
Research. BMJ 311: 251-253.
Broadbent, M. (1998) The Phenomenon of Knowledge Management: What Does it
Mean to the Information Profession? Available:
http://www.sla.org/pubs/serial/io/1998/may98/broadben.html (Accessed on
29 November 2007).
Brock-Utne, B. (1996) Reliability and Validity in Qualitative Research within
Education in Africa. Available:
http://www.africavenir.com/publications/occasional-
papers/BrockUtneReliability.pdf (Accessed 29 August 2008).
Browell, S. (2000) Staff Development and Professional Education: A Cooperative
Model. Journal of Workplace Learning: Employee Counseling Today
12(2):57-65.
Bryant, S and Cowell, K. (2002) Strategic Knowledge Management in SME:
Managing Knowledge Through the Organisational Life Cycle. Available:
http://www.usasbe.org/knowledge/proceedings/2002/12.pdf (Accessed 10
December 2005).
Bryne, M. (2001) Data Analysis Strategies for Qualitative Research Research
Corner. AORN Journal. Available:
http://findarticles.com/p/articles/mi_m0FSL/is_6_74/ai_81218986.
(Accessed on 29 August 2008).
Burchell, B and Marsh, C (1992) The effect of Questionnaire length on Survey
response. Quality and Quantity 26:233-244.
Butcher, N. (2007) Knowledge Management Strategies for Distance Education.
Available: www.col.org/knowledge (Accessed on 20 November 2007).
202

Buttler, K and Roche Tarry, D. (2002) Succession Planning: Putting an
Organisations Knowledge at Work. Nature Biotechnology 20:201-202.
Cadiz, D, Griffith L.T and Sawyer E.J. (2006) Experienced Community of Practice
and Knowledge Transfer in a Science/Technology Company. Proceedings
of the 39th Hawaii International Conference on System Sciences 2006.
Available:
http://csdl2.computer.org/comp/proceedings/hicss/2006/2507/07/250770147
b.pdf (Accessed on 10 October 2007).
Calhoun, B. D. (2005) Knowledge Management Technologies: Human Resource at
the University of Denver Available:
http://www.designbydi.com/documents/DUKnowledgeMgtTechCaseStudy.p
df (Accessed on 3 September 2007).
Carr, D. (2008) The role of the Induction Process within CPD. Available:
http://www.ipa.co.uk (Accessed 12 June 2008).
Chachage, C.S.L. (2006) The University as a Site of Knowledge: The Role of Basic
Research. JHEA/RESA 4(2):47-67.
Chard, R.R. and Gaberson, K.B. (2001) Achieving Rigor in Qualitative Research
Studies. AORN Journal 74:674.
Charles Darwin University. (2006) Workforce Planning: Users Guide. Available:
http://www.cdu.edu.au/pmd/documents/Workforce_Planning_Users_guide_
000.pdf (Accessed on 25 July 2007).
Cheah, Y-N, Rashid, F.A and Abidi, S. S. R. (2003) An Approach to Enrich Online
Medical Problem-Based Learning With Tacit Healthcare Knowledge. 18
th

International Congress of the European Federation for Medical Informatics
in Europe (MIE), St Malo, France, 4-7 May, 2003.
Chen, X. H, Snyman, M. M. M and Sewdass, N. (2005) Interrelationship Between
Document Management, Information Management and Knowledge
Management. South African Journal of Information Management 7(3).
Available:
http://www.up.ac.za/dspace/bitstream/2263/1809/1/Chen_Interrelationship(2
005).pdf (Accessed on 12 July 2007).
203

Chisholm, C and Holifield, D. (2003) The Role of Tacit Knowledge in Continuous
Professional Development of Work-Based Practitioners. Available:
http://www.uwic.ac.uk/sped/research/WorkBasedLearning/Publications/CYP
RUSpaper.pdf (Accessed on 16 December 2006).
Choo, W. C. (1995) Information Management for the Intelligent Organisation: Roles
and Implications for the Information Professions. Available:
http://choo.fis.utoronto.ca/FIS/ResPub/DLC95.html (Accessed 2 May 2005).
Choo, W. C. (2000) Working With Knowledge: How Information Professionals Help
Organisations Manage What They Know. Library Management 21(8).
Available: http://choo.fis.utoronto.ca/lm/ (Accessed on 3 April 2006).
Choo, W. C. (2001) The Knowing Organisation as Learning Organisation.
Education + Training. 43 (4/5):197-205.
Choy, S., Lee, B. W and Cheung, F. C. (2004) A Systematic Approach for
Knowledge Audit: Integrating Knowledge Inventory, Mapping and
Knowledge Flow Analysis. Available: http://www.know-
center.tugraz.at/previous/i-know04/papers/choy.pdf (Accessed on 2 March
2007).
CIPD. (2008) Induction. Available:
http://www.cipd.co.uk/subjects/recruitmen/induction/induction? (Accessed
10 June 2008).
Civi, E. (2000) Knowledge Management as a Competitive Asset. Marketing
Intelligence & Planning 18(4):166-174.
Cloete, N and Galant, J. (2005) Capacity Building for the Next Generation of
Academics. Centre for Higher Education Transformation: Cape Town.
Coffey, W. J., Eskridge C. T and Sanchez, P. D. (2004) A Case Study in
Knowledge Elicitation for Institutional Memory Preservation Using Concept
Maps. Available: http://www.cmc.ihmc.us/papers/cmc2004-274.pdf
(Accessed 8 August 2006).
Cohen, D. (2002) Human Capital and the HIV Epidemic in Sub-Saharan Africa. ILO
Programme on HIV/AIDS and the World of Work. Geneva. Available:
204

ilo.org/public/english/protection/trav/aids/publ/wp2_humancapital.pdf
(Accessed on 10 May 2006).
Cohen, L. Manion, L. and Morrison, K. 5
th
ed. (2000) Research Methods in
Education. New York.: RutledgeFalmer.
Consultas. (2007) Process Mapping and Procedure Development. Available:
http://www.consultas.com.au/manage/ConsultasProcessMapping.pdf
(Accessed on 10

November 2007).
Corredoira, R and Rosenkopf, L. (2006) Learning from Those Who Left: The
Reverse Transfer of Knowledge Through Mobility Ties. Available:
http://knowledge.wharton.upenn.edu/papers/1325.pdf (Accessed on 20
November 2007).
Cowan, R and Foray, D. (1997) The Economics of Codification and Diffusion of
Knowledge. Industrial and Corporate Change 6(3): 595-622.
Crawford, J. (2001) State Workforce Planning 2000. Available:
http://www.maxwell.syr.edu/gpp/pdfs/Workforceplanning.pdf (Accessed on
10 July 2006).
Creswell, W.J. (2003) Research Design: Qualitative, Quantitative and Mixed
Methods Approaches. 2
nd
ed. California: Sage Publications, Inc.
Creswell, W.J., Fetters, M.D. and Ivankova, V. N. (2004) Designing a Mixed
Methods Study in Primary Care. Annals of Family Medicine 2(1).
Crespi, G.A., Geuna, A. and Nesta, L. (2007) The Mobility of University Inventors
in Europe. Journal of Technology Transfer 32:195-215.
Cross, M and Adam, F. (2007) ICT Policies and Strategies in Higher Education in
South Africa: National and Institutional Pathways. Higher Education Policy
2:73-95.
Cross, R. (2005) Knowledge Loss in Organisations. Available:
http://www.centralityjournal.com/archives/knolwdge_loss_in-
organisations.html (Accessed on 22 July 2007).
Crowley, B. (2001) Tacit Knowledge, Tacit Ignorance, and the Future of Academic
Librarianship. Available:
205

http://www.ala.org/ala/acrl/acrlpubs/crljournal/backissues2001b/november01
/crowley.pdf (Accessed on 15 January 2007).
Cutliffe, J.R. and McKenna, H. (1999) Establishing the Rigor of Qualitative
Research findings: The Plot thickens. Journal of Advanced Nursing 30:380.
Danish Delegation of the NATO Training Working Group on Individual Training and
Education Development. (2003) Cognitive Learning Theory and Teaching.
Available:
http://se2.isn.ch/serviceengine/FileContent?serviceID=18&fileid=7C106AC9
-5D51-8F9B-A819-2E2B88968530&lng=en (Accessed on 13 May 2007).
Davenport, H. T., De Long, W. D and Beers, C. M. (1997) Building Successful
Knowledge Management Projects. Centre for Business Innovation Working
Paper Ernst & Young LLP. Avalable:
http://www.providersedge.com/docs/km_articles/Building_Successful_KM_P
rojects.pdf (Accessed on 10 June 2005).
Davenport, T. H and Prusak, L. (1998) Working Knowledge: How Organisations
Manage What They Know. Cambridge: MA: Harvard Business School
Press.
Davidson, G., Lepeak, S and Newman, E. (2007) The Impact of the Aging
Workforce on Public Sector Organisations and Mission. Available:
www.ipma-hr.org (Accessed on 3

June 2007).
Deem, R. (2004) The Knowledge Worker, the Manager-Academic and the
Contemporary UK University: New and Old Forms of Public Management?
Financial Accountability and Management 20 (2): 107-128.
Dekker, R. (2002) The Effects of Training and Overeducation on Career Mobility in
a Segmented Labour Market. International Journal of Manpower 23(2): 106-
125.
DeLong, W. D. (2002) Uncovering the Hidden Costs of Lost Knowledge in Global
Chemical Companies. Accenture. Institute for Strategic Change, Issue 3.
Available:
www.lostknowledge.com/pdfs/DeLong.TheHiddenCosts.1B8CC.pdf
(Accessed on 14 September 2006).
206

DeLong, W. D. (2002) Confronting the Chemical Industry Brain Drain: A Strategic
Framework for Organisational Knowledge Retention. Accenture /Institute for
Strategic Change. Available:
http://www.lostknowledge.com/pdfs/DeLong.AStrategicFram.1B8CD.pdf
(Accessed on 1 June 2006).
DeLong, W. D. (2004) Lost Knowledge: Confronting the Threat of an Aging
Workforce. New York: Oxford University Press.
DeLong, W. D. (2005) Six Mistakes to Avoid When Implementing an Aging
Workforce Strategy. Available:
http://www.lostknowledge.com/pdfs/DeLong.SixMistakesAgi.1B8CA.pdf
(Accessed on 20 July 2005).
DeLong, W. D and Mann, O. T. (2003) Stemming the Brain Drain. Available:
http://www.accenture.com/Global/Research_and_Insights/Outlook/By_Alpha
bet/StemmingTheBrainDrain.htm (Accessed on 20 October 2006).
DeNisi, S. A., Hitt, A. M and Jackson, E. S. (2003) The Knowledge-Based
Approach to Sustainable Competitive Advantage. In Jackson, E.S, Hitt A. M
and DeNisi S. A. (eds). Knowledge for Sustained Competitive Advantage:
Designing Strategies for Effective Human Resource Management.
Available:
http://media.wiley.com/product_data/excerpt/78/07879571/0787957178.pdf
(Accessed on 20 October 2006).
Dewe, J. A. (2005) Knowledge Leadership in a University Context. Available:
http://www.educause2005.auckland.ac.nz/interactive/papers/A15.pdf
(Accessed on 11 November, 2007).
Dewe, J. A and Wright, E. (2007) Connecting Knowledge: Knowledge Leadership
Framework for AUT University. Available:
http://www.caudit.edu.au/educauseaustralasia07/authors_papers/Dewe-
138.pdf (Accessed on 11 November 2007).
Dixon, N. (2000) Common Knowledge: How Companies Thrive by Sharing What
They Know. Available: http://www.acm.org/ubiquity/book/n_dixon_1.html
(Accessed on 28 April 2007).
207

Dosi, G, Faillo, M and Marengo, L. (2003) Organisational Capabilities, Patterns of
Knowledge Accumulation and Governance Structures in Business Firms: An
Introduction. Available: http://www.lem.sssup.it/WPLem/files/2003-11.pdf
(Accessed on 23 September 2007).
Dovlo, D. (2003) The Brain Drain and Retention of Health Professionals in Africa.
Available:
http://www.medact.org/content/health/documents/brain_drain/Dovlo%20-
%20brain%20drain%20and%20retention.pdf (Accessed on 20 November
2006).
Dovlo, D. (2004) The Brain Drain in Africa: An Emerging Challenge to Health
Professionals Education. JHEA/RESA 2(3):1-18.
Edvardsson, I. (2003) Knowledge Management and Creative HRM.
http://www.hrm.strath.ac.uk/research/publications/occ-14.pdf. (Accessed on
12 June 2005).
Edwards, T and Rees, C. (2006) International Human Resource Management:
Globalisation, National Systems and Multinational Companies. Harlow:
Prentice Hall.
Employers Organisation. (2004) Workforce Development Planning: Guidance
Document. Available: http://www.idea.gov.uk/idk/aio/4465769. (Accessed on
20 August 2006).
Ermine, J-L., Boughzala I and Tounkara, T. (2006) Critical Knowledge map as a
Decision Tool for Knowledge Transfer Actions. The Electronic Journal of
Knowledge Management 4(2):129-140. Available: www.ejkm.com.
(Accessed on 15 October 2007).
Fadel, K. (2005) A Knowledge Centric Framework for Process Redesign. SIMIS-
CPR, April 14-16. Available: http://portal.acm.org/ (Accessed on 23 July
2006).
Fahy, J and Smithee, A. (1999) Strategic Marketing and the Resource Based View
of the Firm. Academy of Marketing Science Review (10). Available:
http://www.amsreview.org/articles/fahy10-1999.pdf (Accessed on 10 June
2006).
208

Fister, K. (2005) Cultural Influences on the Adoption of Knowledge Orientated
HRM Practices. Available: http://www2.fm-kp.si/zalozba/ISBN/961-6486-71-
3/183-197.pdf (Accessed 27 November 2005).
Flyvbjerg, B. (2003) Five Misunderstandings About Case Study Research.
Available: http://flyvbjerg.plan.aau.dk/MSFiveMis9.0SageASPUBL.pdf.
(Accessed on 29 August 2008).
Forest Products Society (2003) The effect of Questionnaire Length on Participant
Response Rate: A Case Study in the U.S Cabinet Industry. Technical Note.
Available: http://goliath.ecnext.com/coms2/gi_0199-1237852/The-effect-of-
questionnaire-length.html (Accessed 19 September 2008).
Gainsford, L. (2005) Baby Boomers, Gen X and Gen Y Whos Afraid of
Compliance? Available:
http://www.riskmanagementmagazine.com.au/articles/3A/0C03953A.asp?Ty
pe=125&Category=1241 (Accessed on 21 June 2007).
Gale, F. S. (2007) Phased Retirement. Available:
http://www.workforce.com/section/02/feature/23/47/31/index.html Accessed
on 22 October 2007).
George Washington University. (2007) Continuity of Operations Planning Guide.
Office of Public Safety and Emergency Management. Available:
http://www.gwu.edu/~gwalert/PDFs/COOPPlanningGuide2007.pdf
(Accessed on 10 December 2007).
Gertler, S. M. (2001) Tacit Knowledge and the Economic Geography of Context or
Undefinable Tacitness of Being (There). Journal of Economic Geography
3:75-99.
Gillingham, H and Roberts, B. (2006) Implementing Knowledge Management: A
Practical Approach. Journal of Knowledge Management Practice 7(1).
Available: http://www.tlainc.com/articl107.htm (Accessed 2 May 2007).
Gordon, L. J., Smith, C., Scott, S., McBriar, I., Walbank, S., Bain, G and Unsworth,
P. (2000) Practical Approaches to Knowledge Management. Applications &
Innovations in Intelligent Systems VII: 17-32. Available:
http://www.akri.org/papers/pdf/es99b.pdf (Accessed on 10 May 2007).
209

Goh, A. (2004) Enhancing Organisational Performance Through Knowledge
Innovation: A Proposed Strategic Management Framework. Journal of
Knowledge Management Practice. Available:
http://www.tlainc.com/articl173.htm (Accessed 1 July 2006).
Government of Western Australia, Department of the Premier and Cabinet. (2003)
Phased Retirement in the Western Australian Public Sector. Ageing
Workforce Discussion Paper Series. Available:
http://www.dpc.wa.gov.au/psmd/pubs/stremp/retirement/phasedretire.pdf
(Accessed on 10 October 2007).
Gunnlaughstottir, J. (2004) Using and Preserving Corporate Knowledge During
Times of Change. Available: http://www2.db.dk/NIOD/gunnlaugsdottir.pdf
(Accessed on 13 June 2007).
Hahn, L. (2006) Knowledge Management for Assuring High Standards in Nuclear
Safety. Available: www.iaea.org/km/cnkm/papers/germanylothar.pdf
(Accessed on 18 November 2006).
Halawi, A. L., Aronson, E. J and McCarthy, V.R. (2005) Resource-Based View of
Knowledge Management for Competitive Advantage. The Electronic Journal
of Knowledge Management 3(2):75-86.
Hancock, B. (1998) Trend Focus for Research and Development in Primary Health
Care: An Introduction to Qualitative Research. Trend Focus. Available:
http://www.trentrdsu.org.uk/cms/uploads/Qualitative%20Research.pdf
(Accessed on 20 August 2007).
Hanes, F. l., Gross, M. M and Ayres, J. T. (2001). Knowledge Documentation
Problems and Efforts in Electric Utilities. Available:
http://hprct.dom.com/2001/presentations/AyresKnowledgeDocumentation-
final.pdf (Accessed on 15 March 2007).
Hans-Dieter, E. (2002) Transition Towards a Knowledge Society: Malaysia and
Indonesia Compared. Available:
http://www.zef.de/fileadmin/webfiles/downloads/research_docu/4_2002.pdf
(Accessed on 20 October 2007).
210

Harman, C. (2000) Knowledge Management and the Role of HR: Securing
Competitor Advantage in the Knowledge Economy. Harlow: Prentice Hall.
Heathfield, M. S. (2007). Tips for Effective Coaching. Available:
http://humanresources.about.com/od/coachingmentoring/a/coaching.htm?p
=1 (Accessed on 31 October 2007).
Helderman, L. M. (1999) Knowledge Management and Information Retrieval:
Some new Challenges. Pheidis Consultants. Available:
http://www:ewic.bcs.org/conferences/1999/21stirsg/papers/paper6.pdf
(Accessed 21 July 2006).
Henczel, S. (2000). The Information Audit as a First Step Towards Effective
Knowledge Management: An Opportunity for the Special Librarian. INSPEL
34(31,4):210-226. Available: http://forge.fh-potsdam.de/~IFLA/INSPEL/00-
3hesu.pdf
Henry, A. (2006) The Changing Face of the Workforce and Intergenerational
Impacts. Available:
http://www.icvet.tafensw.edu.au/ezine/year_2006/may_jun/documents/henry
_icvet.pdf (Accessed on 20 November 2007).
Hinton, B. (2003) Knowledge Management and Communities of Practice: An
Experience Fom Rabobank Australia and New Zealand. Available:
http://www.ifama.org/members/articles/v5i3/hinton.pdf (Accessed on 2
November 2006).
Hoffman, D. (2005) The Productivity and Prosperity Project: An Analysis of
Economic Competitiveness. Available:
http://wpcarey.asu.edu/seidman/Reports/P3intro.pdf. (Accessed on 9
September 2007).
Holloway, P. (2000). How to Protect Knowledge From Walking out of the Door:
Guess What George is Taking with him. Available:
http://workforce.com/archive/article/000/58/2.xci (Accessed on 20
September 2006).
Holt, G., Subedi, A and Garforth, C. (2002) Developing Supportive Policy
Environments for Improved Land Management Strategies Nepal Working
211

Paper 2: Engaging With the Policy Process in Nepal. The University of
Reading School of Agriculture, Policy and Development Department of
International and Rural Development.
Houghton, J and Sheehan, P. (2000) A Primer on the Knowledge Economy.
Centre for Strategic Economic Studies, Victoria University. Available:
http://www.cfses.com/documents/Wp18.pdf (Accessed on 14 May 2005).
Howard Community College. (2002) Phased Retirement/Knowledge Transfer
Policy. Available: http://www.howardcc.edu/Visitors/HR/Policies/63-04/6304-
15.html (Accessed on 20 October 2007).
Hu, T., Kostek, P and Perkins, E. (2007) Intergenerational Workforce Issues:
Projecting and Preparing the Workforce Demographic Change. Available:
http://www.ieee-or.org/pace/Workforce_2007_Seattle.pdf (Accessed on 12
June 2007).
Hylton, A. (2002) Measuring and Assessing Knowledge - Value and the Pivotal
Role of the Knowledge Audit. Available; http://www.HyltonAssociates.com.
(Accessed on 12 September 2006).
Iazzolino, G and Pietrantonio, R. (2005) Auditing the Organisational Knowledge
Through a Balanced Scorecard-Based Approach. Available:
http://kmap2005.vuw.ac.nz/papers/Auditing%20the%20Organisational%20K
nowledge.pdf (Accessed on 20 August 2007).
Idaho Division of Human Resources. (2004) Workforce Planning Guide. Available:
http://www.dhr.idaho.gov/Portals/14/Documents/HRInfo/WorkforcePlanning
Guide.pdf (Accessed on 22 December, 2006).
IBM Business Consulting Services. (2003) Grey Matter Matters: Preserving Critical
Knowledge in the 21
st
Century. Available: http://www-
935.ibm.com/services/uk/igs/pdf/esr-grey-matter-matters.pdf (Accessed on
20 December 2005).
IBM Global Business Services. (2006) Closing the Generational Divide: Shifting
Workforce Demographics and the Learning Function. Available: http://www-
935.ibm.com/services/us/gbs/bus/pdf/g510-6323-
00_generational_divide.pdf (Accessed on 10 July 2007).
212

IBM Institute for Knowledge-Based Organisations. (2002) Challenges in Managing
Organisational Knowledge. IBM Corporation. Available: http://www-
935.ibm.com/services/us/imc/pdf/g510-3234-00-esr-managing-
organisational-knowledge.pdf (Accessed on 15 June 2006).
International Fund for Agricultural Development. (2007) IFAD Strategy for
Knowledge Management. Available: http://www.ifad.org/gbdocs/eb/90/e/EB-
2007-90-R-4.pdf (Accessed on 6

June 2007).
IOTA Consultancy Services. (2001) Final Report: Staff and Organisation Audit at
the University of Zambia. Lusaka.
Jang S., Hong K., Bock G. W and Kim I. (2002) Knowledge Management and
Process Innovation: The Knowledge Process Paths in Samsung SDI.
Journal of Knowledge Management 6(5):479 -485.
Janz, B. D and Prasarnphanic, P. (2003) Understanding the Antecedent of
Effective Knowledge Management: The Importance of Knowledge-Centered
Culture. Decision Science, 34(2):351-384.
Jarrar, Y. (2002) Knowledge Management: Learning for Organisational
Experience. Managerial Auditing Journal 17(6):322-328.
Jennex, E. M., Olfman, L and Addo, B. A. T. (2003) The Need for an
Organisational Knowledge Management Strategy. Available:
http://csdl2.computer.org/comp/proceedings/hicss/2003/1874/04/187440117
a.pdf (Accessed 12 April 2006).
Johnson, B and Christensen, L. (2004) Educational Research: Quantitative,
Qualitative and Mixed Approaches. Boston: Pearson.
Johnson, B., Lorenz, E and Lundvall, B. (2002) Why all This Fuss about Codified
and Tacit Knowledge. Industrial and Corporate Change 11(2):245-262.
Johnson, R. and Waterfield, J. (2004) Making words count: the value of Qualitative
Research. Physiotherapy Research International 9(3): 121-131.
Jonstone, B.D. (2004) Higher Education Finance and Accessibility: Tuition Fees
and Student Loans in Sub-Saharan Africa. JHEA/RESA 2(2):11-36.
Jones, L.M. (2007) Using Software to Analyse Qualitative Data. Malaysian Journal
of Qualitative Research 1(1): 64-76.
213

Jones, R. (2002) Measuring the Benefits of Knowledge Management at the FSA.
Available:
http://www.knowledgeboard.com/doclibrary/knowledgeboard/kmfb_rosalind_
jones_01.pdf (23 November, 2007).
Kang, S and Lau, S. (2002) Intelligent Knowledge Acquisition With Case-Based
Reasoning Techniques. Available:
http://www.dsl.uow.edu.au/publications/techreports/kang03intelligent.pdf
(Accessed on 10 September 2006).
Karkera, K. (2006) Countering the Threat of Lost Knowledge: Part 1 The Aging
Workforce. Infosys Technologies Limited. Available:
http://www.infosys.com/industries/transportation-services/railroads/white-
papers/perspective-marketing.pdf (Accessed on 3 April 2007).
Kastelli, I. (2006) The Determinants of Organisational Knowledge Creation in the
Context of R & D Cooperation: The Role of Absorptive Capacity. Available:
http://www2.druid.dk/conferences/viewpaper.php?id=162&cf=8 (Accessed 2
April 2007).
Kelleher, M. (2006) Knowledge Retention: Replacing the Traditional Exit Interview.
Available:http://www.eclo.org/Publications/Knowledge%20retention.doc
(Accessed on 2 November 2006).
Key, J. P. (1997) Qualitative Research. Available:
http://www.okstate.edu/ag/agedcm4h/acadmic/aged5980a/5980/newpage21
.htm (Accessed on 2 November 2007).
Kidwell, J. J., Vander, L. M. K and Johnson, L. S. (2000) Applying Corporate
Knowledge Management Practices in Higher Education. Educause
Quarterly (4):28-33.
Kim, S. (2000) The Roles of Knowledge Professionals for Knowledge
Management. INSPEL 34 (1):1-8.
Kings College London, University of London. (2005) Living Knowledge 2010: A
Five-year Information and Knowledge Strategy. Available:
http://www.kcl.ac.uk/content/1/c4/45/00/livingknowledge2010.pdf (Accessed
on 15

October, 2005).
214

Koenig, M. E. D. (1997) Intellectual Capital and How to Leverage it. The Bottom
Line: Managing Library Finances 10(3):112-118
Knowledge and Innovation Network. (2004) Knowledge Retention Methodology.
Available: http://www.ki-network.org. (Accessed on 15 April 2007).
Krefting, L. (1991) Rigor in Qualitative Research: The Assessment of
Trustworthiness. American Journal of Occupational Therapy 45:214-222.
Kruger, C. J and Snyman, M. M. M. (2005a) Principles and Strategies for the
Effective Management of Knowledge. Mousaion 23 (1): 62-80.
Kruger, C .J and Snyman, M. M. M. (2005b) Determining the Value of Knowledge
Management. Mousaion 23 (2): 165-179.
Kruse, S. (2003) Remembering as Organisational Memory. Journal of Educational
Administration 41(4):332-347.
Kubler, J and Deluca, C. (2006) Trends in Academic Recruitment and Retention: A
Commonwealth Perspective. Association of Commonwealth Universities.
Available:
http://www.acu.ac.uk/policyandresearch/publications/ACU_wholereport_na.
pdf (Accessed on 2 December 2006).
Kull, M. (2005) Knowledge Retention: Capturing Critical Knowledge for Workforce
Transformation. Available: http://www.e-
gov.com/events/2005/KM/downloads/KM05_T-2_Kull.pdf (Accessed on 10
May 2006).
Kurasha, P. (2006) Higher Education and Open and Distance Education as a
Strategy for National Development: The ZOU Case. Available:
http://portal.unesco.org/education/en/files/52554/11725003185Kurasha.pdf/
Kurasha.pdf (Accessed on 10 June 2007).
Lahaie, D. (2005) The Impact of Corporate Memory Loss: What Happens When a
Senior Executive Leaves? Leadership in Health Services 18(3): xxxv-xlvii.
Lamb-Hale, Y. N and Mennell, I.A. (2007) Face Forward: Prepare for Future
Workforce Today! Available:
http://www.foley.com/files/tbl_s31Publications/FileUpload137/4067/FaceFor
ward.pdf Accessed on 10 March 2007).Today
215

Latimer, D. (2002) The Cost of IT Staff Turnover: A Quantitative Approach.
EDUCAUSE Centre for Applied Research, Research Bulletin (4). Available:
http://www.educause.edu/ir/library/pdf/ERB0204.pdf (Accessed on 10 June
2006).
LeBlanc, S and Hogg, J. (2006) Storytelling in Knowledge Management: An
Effective Tool for Uncovering Tacit Knowledge. Available:
http://www.stcatlanta.org/currents06/proceedings/leblanc.pdf (Accessed on
10 November 2007).
Leedy, P and Ormond, J. (2001) Practical Research Planning and Design. 7
th
ed.,
Englewood Cliffs, NJ: Prentice-Hall.
Levett, G P. and Guenov, M. D. (2000) A Methodology for Knowledge
Management Implementation. Journal of Knowledge Management 4(3):258-
269.
Levine, D and Gilbert, A. 1999. Managerial Practices Underlying one Piece of the
Learning Organisation. Available:
http://faculty.haas.berkeley.edu/levine/papers/knowledge_transfer.pdf
(Accessed on 26 July 2006).
Lewins, A and Gibbs, R.G. (2005) What is Qualitative Data Analysis (QDA)?.
Available: http://onlineqda.hud.ac.uk/Intro_QDA/what_is_qda.php
(Accessed on 22 May 2007).
Liebowtz, J., Rubenstein-Montana, B., McCaw, D, Buchwalter, J and Browning, C.
(2000) The Knowledge Audit. Knowledge and Process Management 7(1):3-
10.
Liebowitz, J. (2004) Bridging the Knowledge and Skills gap: Tapping Federal
Retirees. IBM Centre for the Business of Government. Available:
www.businessofgovernment.org/pdfs/LiebowitzReport.pdf (Accessed on 3
July 2005).
Lindenberger, J and Stoltz-Loike, M. (2007) Mentoring and Baby Boomers.
Available:
http://humanresources.about.com/od/coachingmentoring/a/mentoring_boom
.htm?p=1 (Accessed on 31October 2007).
216

Liou, Y. (1990) Knowledge Acquisition: Issues, Techniques, and Methodology.
ACM Press. Available: http://www.acm.org. (Accessed on 4 April 2006).
Liou, Y. (1992) Knowledge Acquisition: Issues, Techniques, and Methodology.
ACM Press. Available: http://www.acm.org. (Accessed on 4 April 2006).
Lochhead, C and Stephens A. (2004) Employee Retention, Labour Turnover and
Knowledge Transfer: Case Studies From the Canadian Plastics Sector.
Available: http://www.cpsc-
ccsp.ca/PDFS/CPSC%20Final%20Report%20June28%20-
%207%20case%20studies2%20oct%207%2004.pdf (Accessed on 15
March 2007).
Loh, B., Tang, A., Menkhoff, T., Chay, Y and Evers, H. (2003) Applying Knowledge
Management in University Research. Available: http://www.uni-
bonn.de/~hevers/papers/Loh-Tang-Menkhoff-Chay-Evers2003-new.pdf
(Accessed 3 August 2006).
Loquercio, D. (2006) Turnover and Retention. Available:
http://www.peopleinaid.org/pool/files/publications/turnover-and-retention-lit-
review-jan-2006.pdf (Accessed on 12 January 2007).
Lundu, C. M. (1998) The Library in the Service of Society: Philosophical
Foundations. Ndola: Mission Press.
Lyles, M and Salk, J. (2006) Knowledge Acquisition from Foreign Parents in
International Joint Ventures: An Empirical Examination in the Hungarian
Context. Journal of International Business Studies 1-16. Available:
http://som.utdallas.edu/fti/docs/salk_Lyles%20and%20Salk%202007A.pdf
(Accessed on 20 September 2007).
MacGregor, D. (2006) So Much for the Senility Gang: David McGregor Examines
How a Wave of Faculty Retirements Will Create a Knowledge Void of Loner
Magnitude. Academic Matters, Spring 2006. Available:
http://www.ocufa.on.ca/Academic%20Matters/The%20Senility%20Gang.pdf
(Accessed on 23 January 2007).
Man, T. (2006) Exploring the Behavioural Patterns of Entrepreneurial Learning: A
Competency Approach. Education + Training 48(5):309-321.
217

Maponya, M. P. (2004) Knowledge Management Practices in Academic Libraries:
a Case Study of the University of Natal, Pietermaritzburg Libraries.
Available http://: www.ukzn.ac.za/department/data/leap_scecsalpaper.pdf
(Accessed on 20 April 2006).
Marshall, C and Rossman R.G. (1995) Designing Qualitative Research. 2
nd
ed.
(California: Sage Publications, Inc.
Marshall, C and Rossman R.G. (1999) Designing Qualitative Research. 3
rd
ed.
Thousand Oaks: Sage Publications.
Martensson, M. (2000) A Critical Review of Knowledge Management as a
Management Tool. Journal of Knowledge Management 4(3):204-216.
Massaquoi, G. M. J (2006) Science and Technology Human Resources Capacity
Building in Africa: The Role of Regional Cooperation. Available:
http://portal.unesco.org/education/en/file_download.php/a4de0594f6fdecce1
15f4c962b9c4c7fMassaquoi-EN.pdf (Accessed on 12 November 2006).
Materu, P. N. (2007) Do African Countries Need Tertiary Education to Succeed in
Sustainable Capacity Development? Available:
http://siteresources.worldbank.org/INTCDRC/Resources/Tertiary_Education
_Africa_Peter_Materu.ppt (Accessed on 2 January 2008).
Matveev, V. A. (2002) The Advantages of employing Quantitative and Qualitative
methods in Intercultural Research: Perceptions of intercultural
communication competence by American and Russian Managers. Available:
http://www.russcomm.ru/eng/rca_biblio/m/matveev()1_eng.shtml (Accessed
20 August 2008).
McCall, H. (2006) Knowledge Management System Use and Knowledge
Acquisition: Some Initial Evidence. Available:
http://mgt.ncsu.edu/pdfs/accounting/KMS-HLMcCall2-16-2006.pdf
(Accessed on 3 February 2007).
McManus, D. J., Wilson, T. L and Zinder, A.C. (2003) Assessing the Business
Value of Knowledge Retention Projects: Results of Four Case Studies.
Available: http://s-cah-
218

vishnu.infotech.monash.edu.au/dss2004/proceedings/pdf (Accessed on 6
August 2006).
Meier, P and Pugh, E.J. (1986) The Case Study: A Viable Approach to Clinical
Research. Research in Nursing & Health 9:195-202
Milam, H .J. (2001) Knowledge Management for Higher Education. ERIC Digest.
Clearinghouse on Higher Education Washington DC.
http://www.ericdigests.org/2003-1/higher.htm (Accessed on 12 December
2007).
Milton, N. (2003) Knowledge Acquisition. Available:
http://www.epistemics.co.uk/notes/63-0-0.htm (Accessed on 3 January
2007).
Moffett, S., McAdam, R and Parkinson, S. (2003) An Analysis of Knowledge
Management Applications. Journal of Knowledge Management 7(3):6-26.
Mohrman, A.S and Finegold, L. D. (2000) Strategies for the Knowledge Economy:
From Rhetoric to Reality. Available:
http://www.marshall.usc.edu/ceo/Books/pdf/knowledge_economy.pdf
(Accessed on 12 May 2006).
Monash University. (2007) Job Rotation Scheme General Staff. Available:
http://www.adm.monash.edu.au/wprkplace-policy/peformanace-
development/staff-develo (accessed on 22 October 2007).
Monroe, M. C. (2007) Evaluations Friendly Voice: The Structured Open Ended
Interview. Available: http://wwww.aeec.org/preview/research_mcm.asp
(Accessed on 2 September 2007).
Monster Intelligence. (2007) Organisational knowledge retention: Building nad
securing an organisational brain trust in an age of brain drain. Available:
http://www.monster.com (Accessed on 20 July 2008).
Morgan, L., Doyle, E. M and Albers, A. J. (2005) Knowledge Continuity
Management in Healthcare. Journal of Knowledge Management Practice.
Available: http://www.tlainc.com/articl184.htm. (Accessed on 22 July 2007).
219

Morley, I. (ed.) (2007) The Value of Knowledge. Available: http://www.inter-
disciplinary.net/publishing/idp/eBooks/TVK%201.5.pdf (Accessed on
21December 2007).
Morris, A. (2001) Knowledge Management Opportunities for LIS Graduates. 67
th

IFLA Council and General Conference, August 16-25, 2001.
http://www.ifla.org/IV/ifla67/papers/015-115ae.pdf (Accessed 17 September
2007).
Morris, S. S., Snell A. S and Wright M. P (2006) A Resource-Based View of
International Human Resources: Toward a Framework of Integrative and
Creative Capabilities. Available: http://www.ilr.cornell.edu/cahrs. (Accessed
on 2nd December 2006).
Morse, J.M. (2002) Verification Strategies for establishing Reliability and Validity
in Qualitative Research. International Journal of Qualitative Methods, 1(2).
Mulhall, A. (2000) Evaluating Qualitative Research for evidence-based Medicine.
British Journal of Therapy and Rehabilitation 7: 230-235.
Municipal Research and Services Center. (1999) Local Government Policy-Making
Process: Report No. 45. Washington.
http://www.preventioninstitute.org/sa/policies/pdftext/LocalPolicymakingProc
ess.pdf (Accessed on 23 February 2006).
Murali, R. (2005) Designing Knowledge Management Systems for Teaching and
Learning With Wiki Technology. Available:
http://findarticles.com/p/articles/mi_qa4041/is_200510/ai_n15715725
(Accessed on 10 October 2007).
Murphy, E., Dingwall, R., Greatbatch, D., Parker, S and Watson, P. (1998)
Qualitative Research Methods in Health Technology Assessment: A review
of the literature. Health Technology Assessment 2:16.
Musana, A. (2006) Effective Knowledge-Based Homemade Solutions: The way
Forward for Africa. Available: http://
www.eknowledgecenter.com/articles/1014/1014.htm . (Accessed on 22
November 2006).
220

Mushonga, M. (2005) Brain Drain in Zimbabwean Universities: Factors, Extent and
Alternatives. Available:
www.interaction.nu.ac.za/SAARDHE2005/full%20papers/MUSHONGA,%20
M.doc (Accessed on 12 November 2006).
Myers, M.D. (1997) Qualitative Research in Information Systems. MIS Quarterly
21(2):241-142.
Myers, D.M. (2007) Qualitative Research in Information Systems. MIS Quarterly,
updated version. Available: www.qual.auckland.ac.nz (Accessed on 12 May
2008)
NAS. (2006) Generation Y: The Millennials Ready or not, Here They Come. NAS
Insights. Available:
http://www.nasrecruitment.com/TalentTips/NASinsights/GenerationY.pdf
(Accessed on 6 May 2007).
National Electronic Library for Health. (2005) Conducting a Knowledge Audit.
Available:
http://www.library.nhs.uk/knowledgemanagement/ViewResource.aspx?resI
D=93807&tabID=290&catID=10399 (Accessed on 17 October 2006).
Neuman, F., Bruinsma, W and Flor, G A. (2003) The Role of Information
Management in Development. Available:
www.//interSard.org/home/materials/paper//m. pdf (Accessed on 23 May
05).
Newman, B and Conrad, K. (1999) A Framework for Characterizing Knowledge
Management Methods, Practices and Technologies. Available:
http://www.km-forum.org/KM-Characterization-Framework.pdf (Accessed on
3 September 2006).
New South Wales Premiers Department, Public Employment Office. (2003)
Workforce Planning: A Guide. Available:
www.premiers.nsw.gov.au/WorkandBusiness/WorkingforGovernment/Workf
orceProfile (Accessed on 24 June 2007).
221

Nickols, F. (2002) The Knowledge in Knowledge Management (KM). Available:
http://home.att.net/-nickols/knoledge_inkm.htm. (Accessed on 31May,
2006).
Nitschke, R. (2007) Coaching for Improved Performance.
http://humanresources.about.com/od/managerperformance/a/improve_perfo
rm.htm/p= (Accessed on 31 October 2007).
Ngoc, P. (2006) An Empirical Study of Knowledge Transfer Within Vietnams IT
Companies. Available:
http://diuf.unifr.ch/is/staff/ngoct/files/internal%20working%20paper-10-6.pdf
(Accessed on 10 February 2007).
Ngulube, P. (2005) Research Procedures used by Master of Information Studies
Students at the University of Natal in the period 2002 with special reference
to their Sampling Techniques and Survey Response Rates: A
Methodological Discourse. The International Informational & Library Review
37:127-143.
Ngulube, P and Mngadi, B. (2007) The Extent to which Communities of Practice
are Defined and Utilized in Selected Institutions of Higher Learning in South
Africa. Paper Read at the South African Association for Research and
Development in Higher Education (SAARDHE) Conference on New
Horizons for Quality in Higher Education and training, 1-4 July, Pretoria,
South Africa.
Nguyen, T., Smyth, R and Gable, G. (2004) Knowledge Management Issues and
Practices: A Case Study of a Professional Services Firm. Available:
http://eprints.qut.edu.au/archive/00004798/ (Accessed on 23 October 2007).
Nonaka, I. (1994) A Dynamic Theory of Organisational Knowledge Creation.
Organisation Science 5(1): 14-37.
Nonaka, I and Tekeuchi, H. (1995) The Knowledge Creating Company. New York:
Oxford University Press.
North, K and Hornung, T. (2003) The Benefits of Knowledge Management
Results of the German Award Knowledge Manager 2002. Journal of
Universal Computer Science 9(6): 463-471.
222

Nunn, A. (2005) The Brain Drain Academic and Skilled Migration to the UK and its
Impacts on Africa: Report to the AUT and NATFHE. Available:
http://www.ucu.org.uk/media/pdf/3/4/thebraindrain.pdf (Accessed on 2
March 2007).
Ohio Environmental Protection Agency. (2006) Processes and Tools: Institutional
Knowledge Capture and Continuity Management. Available:
http://swdoweb.epa.state.oh.us/deal/Exit%20Stage%20Right.pdf (Accessed
on 23 July 2007).
Oni, B. (2000) Capacity Building Effort and Brain Drain in Nigerian Universities.
Available:
www.uneca.org/eca_resources/conference_reports_and_other_documents/
brain_drain/word_documents/oni.doc - (Accessed on 10 October 2006).
Oltra, V. (2005) Knowledge Management Effectiveness Factors: The Role of HRM.
Journal of Knowledge Management 9(4):17-86.
Oosterlinck, A. (2001) University/ Industry Knowledge Management: A University
Perspective: Available: http://www.oecd.org/dataoecd/11/8/2668232.pdf
(Accessed on 12 December 2007).
Oosterlink, A. (2002) Knowledge Management in Post Secondary Education:
Universities. Available: http://www.oecd.org/dataoecd/46/21/2074921.pdf
(Accessed on 12 September 2006).
Okiy, R. (2004) In-house Staff Training Programme at Delta State University
Library, Abraka, Nigeria. Library Hi Tech News (9):10-12.
Oxbrow, N and Hart, C. (2003) The Knowledge Proposition: Developed by the
Participants of the CKO Summit 5-7 October 2003. Available:
http://www.tfpl.com/resources/downloads/The_Knowledge_Proposition.pdf
(Accessed on 23 October 2005).
Padilla, R. (2006) Baby Boomers Sticking Around Longer? Available:
http://blogs.techrepublic.com.com/tech-manager/?cat=337 (Accessed on 29
November 2006).
Palmer, H. (2007) From Strategy to Action: the Information Management Initiative
at Monash University. Educause. Available:
223

http://www.caudit.edu.au/educauseaustralasia07/authors_papers/Palmer-
237.pdf (Accessed 10

December, 2007).
Panapress. (2001) Kenya Looses Educationists to Brain Drain. Available:
http://www.panapress.com (Accessed on 11December 2006).
Paramasivan, T. (2003) Knowledge Audit. The Chartered Accountant. Available:
http://icai.org/resource_file/11294p498-506.pdf. (Accessed 0n 2 June 2007)
Parent, R and Beliveau, J. (2007) Organisational Knowledge Transfer: Turning
Research into Action Through a Learning History. The Electronic Journal of
Knowledge Management 5(1):73-80.
Parirokh, M., Daneshgar, F and Fattahi, R. (2006) Knowledge Sharing Capabilities
in Todays University Libraries. Available: www.ifla.org/IV/ifla72/papers/141-
Parirokh-en.pdf. (Accessed on 20 September 2006).
Pasteur, K, Pettit, J and van Schagen, B. (2006) Knowledge Management and
Organisational Learning for Development. Institute of Development Studies.
Available:
http://www.ids.ac.uk/ids/aboutids/docs/KM4Dev_2006_Background_Paper.p
df (Accessed on 20 February 2007).
Payne G. and Payne J. (2004) Key Concepts in Social Research. London: Sage
Publications.
Pedersen, T., Petersen, B and Sharma, D. (2006) Means of Knowledge Acquisition
and Knowledge Transfer Mechanism in the Internationalization Process.
Available: http://ep.lib.cbs.dk/download/ISBN/x656100957.pdf (Accessed on
1March 2007).
Peltier, N and Meingan, D. (2002) KM The Boygues Telecom Way.
KnowledgeBoard. Available: http://www.knowledgeboard.com/cgi-
bin/item.cgi?id=1298 (Accessed 2 April 2006).
Perez-Soltero, A., Barcelo-Valenzuela, M., Sanchez-Schmitz, G., Martin-Rubio, F
and Palma-Mendez, T. J. (2006) Knowledge Audit Methodology With
Emphasis on Core Processes. Available:
http://www.iseing.org/emcis/EMCIS2006/Proceedings/Contributions/C20/CR
C/EMCIS%20KAMCP%20Final.pdf (Accessed on 3 May 2007).
224

Performance Agents. (2006) The Baby Boomer Exodus: Retaining Knowledge and
Experience after Retirement. Available:
http://www.performanceagents.com/press.htm (Accessed on 2 October
2006).
Perkins, E and Hutchins, G. (2006) Inter-Generational Workforce White Paper.
Available:
http://www.ieeeusa.org/volunteers/committees/cwpc/documents/Intergenera
tionalWhitePaper.pdf (Accessed on 20 May 2007).
Pitt-Catsouphes, M., Smyer, A. M., Matz-Costa, C and Kane, K. (2007) The
National Study Report: Phase II of the National Study of Business Strategy
and Workforce Development. Research Highlight 04. Available:
http://www.BC.EDU/AGINGANDWORK. (Accessed on 15 May 2007).
Pjb Associates. (2001a) Organisational Learning: the Role of SMEs Clusters.
Available: http://www.pjb.co.uk/npl/index.htm (Accessed on 16 January
2007).
Pjp Associates. (2001b) Lifelong Learning: the Role of Human Resource
Development Within Organisations. http://www.pjb.co.uk/npl/index.htm
(Accessed on 2 May 2007).
Plexus Scientific Corporation and HandySoft Global Corporation. (2007) The
Intellectual Capital Crisis in Government: Transforming Your Organisation
Into the Next-Generation Knowledge Enterprise. Available:
http://www.handysoft.com/downloads/handysoft_wp_intellectual_capital_cri
sis_in_government.pdf (Accessed on 3 November 2007).
Politis, J. (2003) The Effect of Managerial Power and Relational Trust on the Skills
and Traits of Knowledge Acquisition: Evidence From the United Arab
Emirates. Electronic Journal on Knowledge Management 1(2):147-158.
Pope, C., Ziebland, S and Mays, N. (2000) Qualitative Research in Health Care:
Analysing Qualitative Data. BMJ 320:114-116.
Powers, V. J (2002) Knowledge Retention Captures Critical Knowledge Before
Baby Boomers Walk Away. American Productivity and Quality Centre.
Available:
225

http://www.providersedge.com/docs/km_articles/Knowledge_Retention_Cap
tures_Critical_Knowledge_Before_Baby_Boomers_Walk_Away.pdf
(Accessed 0n 4 July 2006).
Poulymenakou A., Cornford, T and Whitley, A. E. (1990) Knowledge Acquisition for
Organisational Problem Solving: Developing Expert Systems and Beyond.
London. LSE Research Online. Available:
http://eprints.lse.ac.uk/archive/00000275. (Accessed on 16 February 2007).
Prusak, L. (1999) Where did Knowledge Management Come From? Available:
http://www.reserach.ibm.com/journal/sj/404/prusak.html (Accessed on 15
July 2005).
Prusak, L. (2001) Story: Organisational Perspective. Available:
http://www.creatingthe21stcentury.org/Larry-I-overview.html (Accessed 11
June
2007).
Purdum, T. (2006) Workforce Shortage: Retaining Knowledge and Expertise.
Available: www.cpsc-ccsp.ca/PDFS/Workforce%20Shortage.pdf (Accessed
on 20 November 2006).
Queensland Government. (2005) A Guide for the Queensland Public Service:
Managing an Aging Workforce. Available:
http://www.opsme.qld.gov.au/library/docs/resources/publications/Retention/
Ageing_AGuide_All.pdf (Accessed 23 June 2006).
Raub, S. and Wittich, D. (2004) Implementing Knowledge Management: Three
Strategies for Effective CKOs. European Management Journal 22(6):714-
724.
Republic of Zambia. (1998) Summary of the Main Findings and Recommendations
of the Commission of Inquiry Into the Operations of the University of Zambia
and the Copperbelt University and Government Reaction to the Report.
Government Paper No. 1 of 1998.
Rodriguez-Ruiz, O. (2006) Preventing the Loss of Knowledge in Nuclear Power
Plants. International Journal of Nuclear Knowledge Management 2(1):1 - 3.
226

Romhardt, K. (1997) Processes of Knowledge Preservation: Away From a
Technology Dominated Approach. Available: http://www.dfki.uni-
kl.de/~aabecker/Freiburg/Final/Romhardt/romhardt.html (Accessed on 16
May 2007).
Roos, G and Roos, J. (1997) Measuring Your Companys Intellectual Capital
Performance. Long Range Planning 30(3):413-26.
Rothwell, W. (2004) Knowledge Transfer: 12 Strategies for Succession
Management. IPM-HR NEWS. Available:
http://www.linkageinc.com/company/news_events/link_learn_enewsletter/ar
chive/2007/Twelve_Strategies_for_Succession_Bill_Rothwell.pdf (Accessed
12 September 2007).
Rowley, J. (2002) Using Case Studies in Research. Management Research News
25(1):16-27.
Rowold, J. (2007) Individual Influences on Knowledge Acquisition in a Call Centre
Training Context in Germany. International Journal of Training and
Development 11(1): 21-34.
Rubenstein-Montano, B., Liebowitz, J., Buchwalter, J., McCaw, D., Newman, B
and Rebeck, K. (2001) Smartvision: A Knowledge-Management
Methodology. Journal of Knowledge Management 5 (4): 300-310.
Rushcliffe Borough Council. (2005) Performance Management Framework: How
to Policies, Strategies, Plans and Procedures Whats the Difference?
Available:
http://www.rushcliffe.gov.uk/upload/private/attachments/3/how202policiesstr
ategies.pdf (Accessed on 1

November 2006).
Sage, P.A. (2002) Management. Knowledge for Sustainable Development: Insight
into the Encyclopedia of Life Support System 1. UNESCO Publishing.
Sanchez, R. (2000) Tacit Knowledge Versus Explicit Knowledge: Approaches to
Knowledge Management Practice. Available:
http://ep.lib.cbs.dk/download/ISBN/x65640929x.pdf (Accessed on 20 July
2006).
227

Sanchez, R. (2005) Knowledge Management and Organisational Learning.
Available: http://www.lri.lu.se/pdf/wp/2005-3.pdf (Accessed on 3

May 2006).
Sandelowski, M. (1986) The Problem of Rigor in Qualitative Research. Advances
in Nursing Science 8:27-37.
Sandwell Metropolitan Borough Council. (2006) Report to the Cabinet Member for
Performance and Equality: Corporate Workforce Plan 2006-2009.
http://cmis.sandwell.gov.uk/CMISWebPublic/Binary.ashx?Document=17445
(Accessed on 2 August 2007).
Saussois, J. M. (2001) Summary of the Tokyo Forum on Knowledge Management
University/Industry Partnerships. Available:
http://www.oecd.org/dataoecd/10/13/2079778.pdf (Accessed on 10
November 2007).
Sawyer, A. (2004) Challenges Facing African Universities. Available:
http://africanstudies.org/ChallengesFacingAfricanUniversities.pdf (Accessed
on 20 March, 2007).
Scalzo, N. (2006) Memory Loss? Corporate Knowledge and Radical Change.
Journal of Business Strategy 27(4):60-69.
Schoonover, R. (2006) Who Moved my Knowledge. Available:
http://www.enginuityinc.com/upload/File/2006%20GMC%20Who%20Moved
%20My%20Knowledge%20(final).pdf. (Accessed on 6 June 2007).
Schuetze, G. H. (2001) Managing University/Industry Relationship: The Role of
Knowledge Management. Available:
Schultz, J. (2000) Agencies, Companies Turn to Knowledge Management.
Available http://www.washingtontechnology.com/cgi-bin/udt/im (Accessed 2
February 2006).
Schultze, U and Leidner, E. D. (2002) Studying Knowledge Management in
Information Systems Research: Discourses and Theoretical Assumptions.
MIS Quarterly 26 (3): 213-242.
Seale, O. (2005) Rooting for Management Capacity in South African Higher
Education. Available:
228

http://www.interaction.nu.ac.za/SAARDHE2005/full_papers.htm (Accessed
on 27 October 2006).
Segal Company. (2001) The Aging of Aquarius: The Baby Boom Generation
Matures. Available
http://www.segalco.com/publications/segalspecialreports/feb01aquarius.pdf
(Accessed on 21June 2007).
Selvage, M., Wolfson, D and Handy-Bosma, J. (2005) Information Management in
Service-Oriented Architecture, Part 1: Discover the Role of Information
Management in SOA. Available: http://www-
128.ibm.com/developerworks/library/ws-soa-ims/ (Accessed on 23 May
2005).
Shang, T and Wang, S. (2006) An Imitation Method of Human Action Intelligence.
Proceedings of the First International Conference on Innovative Computing,
Information and Control 2:317-320.
Shanghong, T. (2000) Knowledge Management in Libraries in the 21st Century.
66
th
IFLA Council and General Conference, Jerusalem, Israel, 13 18
August. Available: http://www.ifla.org/IV/ifla66/papers/057-110e.htm
(Accessed on 24 June 2007).
Shanks, G and Tay, E. (2001) The Role of Knowledge Management in Moving to a
Customer-Focussed Organisation. The 9
th
European Conference on
Information Systems, Bled, Slovenia, June 27-29, 2001. Available:
http://is2.lse.ac.uk/asp/aspecis/20010100.pdf (Accessed on 10 November
2006)
Sharma, N. (2005) Data Information Knowledge Wisdom Hierarchy. Available:
http://www-personal.si.umich.edu/`nsharma/dikw_origin.htm (Accessed on
28 June 2005).
Shostak, I., Anjewierden, A and de Hoog, R. (2002) Modeling and Simulating
Process-Oriented Knowledge Management. Available:
http://staff.science.uva.nl/~anjo/km_eckm2002.pdf (Accessed on 4 May
2006).
229

Singh, S. P. (2007) What are we Managing Knowledge or Information? VINE:
The Journal of Information and Knowledge Management Systems
37(2):169-179.
Skyrme, J. D. (1997) From Information Management to Knowledge Management:
Are you Prepared? Available http://www.skyrme.com/pubs/on97full.htm
(Accessed 2 July 2005).
Skyrme, J. D. (2002) Knowledge Management: Approaches and Policies. David
Skyrme Associates Limited.
Available:http://www.providersedge.com/docs/km_articles/KM-
Approaches_and_Policies.pdf (Accessed 23 June 2006).
Skyrme, J. D. (2004) Information Managers Do we Need Them? Available:
http://www.skyrme.com/pub/online04.pdf (Accessed 12 September 2005).
Smith, J. K. (1984) The Problem of Criteria for Judging Interpretive Inquiry.
Educational Evaluation and Policy Analysis 6:379-391.
Soft-AID Computers Ltd. (2005) Knowledge Management Suite. Available:
http://www.libsuite.com (Accessed on 28 July 2006).
Soo, C., Midgley, F. D and Devinney, M. T. (2002) The Process of Knowledge
Creation in Organisations.
http://www.ccc.agsm.edu.au/papers/researchBriefings/A04_Paper_RB005_
CSoo_KnowInnov.pdf. (Accessed on 1April 2006).
Sorensen, C and Snis, U. (2001) Innovation Through Knowledge Codification.
Special Issue on Knowledge Management of Journal of Information
Technology 16 (2):83-97.
South Africa Council of Higher Education. (2001) Developing African Higher
Education. Available: http://www.nepad.org/2005/files/documents/22.pdf
(Accessed on 27 September 2006).
Sowunmi, A., Burstein, F. V and Smith, H. G. (1996) Knowledge Acquisition for an
Organisational Memory System. Proceedings of the 29th Annual Hawaii
International Conference on System Sciences 1996: http://portal.acm.org/
(Accessed on 10 June 2006).
230

Soy, S. K. (2006) The Case Study as a Research Method. Unpublished paper,
University of Texas at Austin. Available:
http://www.gslis.utexas.edu/~ssoy/usesusers/l391d1b.htm (Accessed on 29
August 2008).
Squier, M.M and Snyman, R. (2004) Knowledge Management in Three Financial
Organisations: A Case Study. Aslib Proceedings: New Information
Perspectives 56 (4): 234-242.
Stanford University. (2003) Staff Development Program. Available:
http://adminguide.stanford.edu/22_11.pdf (Accessed on 10 June 2006).
State of Alaska Division of Personnel. (2006) Knowledge Transfer Concepts.
Available: http://www.naspe.net/download.cfm?ID=A5257F46-3D20-445B-
BE37-8AED9721A62A. (Accessed 2 July 2007).
State of New Jersey. (2005) University Strategic Plan: A new vision for Excellence.
Available: http://oirap.rutgers.edu/strategic/execsum.htm (Accessed on 20
November 2007).
State of Wisconsin. (2007) Workforce Planning and Fact Book: Fiscal Years 2005-
2009. Available: http://OSER.state.wi.us (Accessed on 12 June 2007).
Stoffle, J. C. (1996) The Emergence of Education and Knowledge Management as
Major Functions of the Digital Library. Available:
http://www.ukoln.ac.uk/services/papers/follett/stoffle/paper.html (Accessed
12 October 2006).
Stone, G. (2002) Customer Relationship Management. Atlanta: LOMA
Stovel, M and Bontis, N. (2002) Voluntary Turnover: Knowledge Management
Friend or foe. Journal of Intellectual Capital 3(3):303 322.
Suresh, S and Egbu, C. (2006) Key Issues for Implementing Knowledge Capture
Initiatives in Small and Medium Enterprises in the UK Construction Industry.
In Sivyer, E. (ed). Proceedings of the Annual Research Conference of the
Royal Institution of Chartered Surveyors, September 1-8, 2006, London,
England. Available: http://www.rics.org/NR/rdonlyres/32FC3C4F-CA05-
4FD4-9B47-9EB59055D119/0/COB06Suresh.pdf (Accessed on 15
September 2007).
231

Sutherland, M. (2005) Rethinking the Retention of Knowledge Workers: You are
Managing a River, not a Dam. Available:
http://www.gibsreview.co.za/home.asp?pid=11&toolid=2&itemid=84&reviewi
d=83 (Accessed on 2 May 2006).
Sutherland, M. and Jordaan, W. (2004) Factors Affecting the Retention of
Knowledge Workers. SA Journal of Human Resource Management 2 (2):
55-64.
Suurla, R Markkula, M and Mustajarvi, O. (2002) Developing and Implementing
Knowledge Management in the Parliament of Finland. Available:
http://web.eduskunta.fi/dman/Document.phx?documentId=gk113071042027
16&cmd=download (Accessed on 20 July 2006).
Swart, J and Pye, A. (2002) Conceptualising Organisational Knowledge as
Collective Tacit Knowledge: A Model for Redescription. Third European
Conference on Organisational Knowledge, Learning, Capabilities, 5-6
th
April
2002. Available: http://www.tacitknowing.com/papers/ID315.pdf (Accessed 2
December 2006).
Symons, J. G. (2004) Assessing the Value of Content: Information Management.
Available: http://www.dmreview.com/issues/20040301/8175-1.html
(Accessed 12

November 2007).
Tagger, B. (2005) An Inquiry into the Extraction of Tacit Knowledge. Available:
http://www.cs.ucl.ac.uk/staff/B.Tagger/FinalIMR.pdf (Accessed on 12
February 2007).
Tapsoba, S. J. M. (2000) Conference on Brain Drain and Capacity Building in
Africa, Addis Ababa, February 2000. Available:
www.iom.int/africandiaspora/pdf/SPECH_TAPSOBA.pdf (Accessed on 10
October 2006).
Taylor-Powel E. and Renner, M. (2003) Analyzing Qualitative Data. Available:
http://www.learningstore.uwex.edu/pdf/G3658-12.pdf. (Accessed on 29
August 2008).
232

TESOL (2007) Qualitative Research: Case Study Guidelines. Available:
http://tesol.org/s_tesol/sec_document.asp?CID=476&DID=2153 (Accessed
on 2 October 2007).
Tellis, W. (1997a) Introduction to Case Study. The Qualitative Report 3(2).
Available: http://www.nova.edu/ssss/QR/QR3-3/tellis1.htm (Accessed on 3
July 2007).
Tellis, W. (1997b) Application of a Case Study Methodology. The Qualitative
Report 3(3). Available: http://www.nova.edu/ssss/QR/QR3-2/tellis1.htm
(Accessed on 3 July 2007).
Thompson, P. (2007) Operational SOPs: 1
st
Step in retaining workforce knowledge
and experience. Florida Water Resources Journal: 20-22.
Treasury Board of Canada Secretariat. (2002) Succession Planning for Corporate
Knowledge Transfer A Guide for Managers and Human Resource
Specialists. Available: http://dsp-psd.pwgsc.gc.ca/Collection/BT22-84-
2002E.pdf (Accessed on 3 July 2006).
Tennessee Valley Authority. (2005) Knowledge Retention: Preventing Knowledge
from Walking out the Door: An Overview of Processes and Tools at the
Tennessee Valley Authority Available:
http://www.tva.gov/knowledgeretention/pdf/overview.pdf#search=%22Tenne
ssee%20valley%20Authority%20knowledge%20retention%22 (Accessed 2
October 2006).
Tettey, J. W. (2006) Staff Retention in African Universities: Element of Sustainable
Strategy. Available:
http://siteresources.worldbank.org/INTAFRREGTOPTEIA/Resources/Acade
mic_Staff_Retention_Final_2_06.pdf (Accessed on 23 November (2007).
Tippins, J. M. (2003) Implementing Knowledge Management in Academia:
Teaching the Teachers. The International Journal of Educational
Management 17(7):339-345.
Tsai, M-T and Lee, K-W. (2006) A Study of Knowledge Internalisation From the
Perspective of Learning Cycle Theory. Journal of Knowledge Management
10(3):57-71.
233

Turban, E, Mclean, E and Wetherbe, J. (2003) Information Technology for
Management: Making Connections for Strategic Advantage. John Wiley and
Sons Inc: New York.
Tuschling, A, and Engemann, C. (2006) From Education to Lifelong Learning: The
Emerging Regime of Learning in the European Union. Educational
Philosophy and Theory 38(4):451-469.
Ubon, A and Kimble, C. (2002) Knowledge Management in Online Distance
Education.
Available: http://www.cs.york.ac.uk/mis/docs/km_in_olde.pdf (Accessed on
1 June 2007).
United Nations Economic and Social Commission for Western Asia. (2003)
Knowledge Management Methodology: An Empirical Approach in Core
Sectors in ESCWA Member Countries. Available:
http://www.landray.com.cn/Uploads/Knowledge/200710239172897611.pdf.
(Accessed on 12 June 2007).
University of Aberdeen. (2006) University of Aberdeen Strategic Plan 2002-2006.
Available: http://www.abdn.ac.uk/admin/docs/straplan2.doc (Accessed on
19 June 2007).
University of Aberdeen. (2007) University of Aberdeen Strategic Plan 2007-2010.
Available:
http://www.abdn.ac.uk/ppg/uploads/files/23/strategic%20plan_14_Dec_07.p
df (Accessed on 2 January 2008).
University of Alberta. (2007) Workforce Planning. Available:
http://www.hrs.ualberta.ca/workforceplanning/ (Accessed 2 February 2007).
University of California. (2000) Workforce Profile 1990-2000. Available on
http://atyourservice.ucop.edu/forms_pubs/misc/workforce_profile_1990_200
0.pdf (Accessed on 15 May 2007).
University of California. (2006) Council of University of California Staff Assemblies
Workforce Evolution Work Group 2005 2006 Workbook: Knowledge
Management: Models and Program Examples. Available:
234

http://www.ucop.edu/cucsa/documents/CUCSA-
KnowledgeManagement.pdf#search=%22Knowledge%20Retention%20and
%20Transfer%20Processes%20and%20Approaches%22 (Accessed 7
September 2006).
University of Edinburgh. (2003) Hen Hayes Appointed Vice Principal for
Knowledge Management and Librarian to the University. Available:
http://www.ed.ac.uk/news/hhayes.html. (Accessed on 15

October 2007).
University of Edinburgh. (2003) Draft Knowledge Management Strategic Plan.
Available:
http://www.ebbtech.com/KM/Files/K%20M%20Strategic%20Plan%20Edinbu
rgh%20Uni.pdf. (Accessed on 2 June 2007).
University of Edinburgh. (2005) Knowledge Management Strategic Plan. Available:
http://www.kmstrategy.ed.ac.uk/KM_Strategy/PLAN-05-06/KM-Plan-05.pdf
(Accessed on 2 June 2007).
University of Melbourne. (2002) Induction for Staff: Making a Great First
Impression. Available:
http://www.hr.unimelb.edu.au/__data/assets/pdf_file/0020/26372/induction-
guide.pdf. (Accessed on 20 March 2008).
University of Missouri. (2007) Records Management. Available:
http://www.umsystem.edu/ums/departments/fa/management/records/electro
nic/managing..(Accessed on 27 July 2007).
University of New England. (2002) Workforce Planning. Available:
http://www.une.edu.au/policies/pdf/workforceplanning.pdf (20 May 2007).
University of New South Wales. (2007) Supervisor guide to Induction. Available:
http://www.hr.unsw.edu.au/employee/orientation/supervisorguide.html
(Accessed on 11 June 2008).
University of Queensland. (2006) Handbook of University Policies & Procedures:
Staff Induction. Available: http://www.uq.edu.au/hupp/index.html?
(Accessed 11 January 2008).
University of Reading. (2007) Guidelines for the Mentoring of new Academic Staff.
Available:
235

http://www.reading.ac.uk/Handbooks/Teaching_and_Learning/mentors.html
(Accessed on 10 September 2007).
University of South Australia. (2007) Workforce Demographics. Available:
http://www.unisa.educ.au/hrm/resources/planning/demographic.asp
(Accessed on 30 March 2007).
University of Salford. (2004) Mentoring for Staff New to the University: Code of
Practice and Guidelines. Available: https://www-
personnel.salford.ac.uk/docs/Code%20of%20Practice%20on%20Mentoring.
doc. (Accessed on 23 November 2007).
University of Sydney. (2007) Records Management Services. Available:
http://www.usyd.edu.au/arms/rms/ (Accessed on 28 August 2007).
University of Tasmania. (2006) University of Tasmania Strategic Staffing Plan
2006-2007. Available: http://www.admin.utas.edu.au/hr/planning/ssplan06-
07_report.pdf (Accessed on 12 June 2007).
University of Zambia. (2005) University of Zambia Calendar 2005-2006. Lusaka:
UNZA Press.
University of Zambia. (2001) University of Zambia Strategic Plan 2002-2006.
Lusaka.
University of Zambia Council. (2000) Report of the Council Caretaker Committee of
the University of Zambia. Lusaka.
United States Department of the Interior, Bureau of Land Management. (2005)
Knowledge Management (KM) Policy and Implementation Framework.
Available: http://www.blm.gov/nhp/efoia/wo/fy05/im2005-115attach1.pdf
(Accessed on 24 June 2006).
Van Den Bosch, F and Van Wijl, R. (2000) Creation of Managerial Capabilities
through Managerial Knowledge Integration: A Competence-Based
Perspective. Available: http://www.erim.eur.nl (Accessed on 12 December
2006).
Vasconcelos, J, Kimble, C, Gouveia, F and Kudenko, D. (2000) A Group Memory
System for Corporate Knowledge Management: an Ontological Approach.
Proceedings of the 1st European Conference on Knowledge Management
236

(ECKM2000) Bled School of Management, Slovenia, 91-99.Available:
http://citeseer.ist.psu.edu/cache/papers/cs/17412/http:zSzzSzwww-
users.cs.york.ac.ukzSz~kudenkozSzeckm2000.pdf/vasconcelos00group.pdf
(Accessed on 10 March 2007).
Vermeulen, R. (2002) Narrowing the Transfer Gap: The Advantages of as if
Situations in Training. Journal of European Industrial Training, 16(8):366-
374.
VTECS. (2007) Statement of Organisational Capability. Available: http://www.v-
tecs.org/documents/VTECS%20Organisational%20Capability%20Statement
.pdf (Accessed on 10 July 2007).
Wadda, R. (2000) Brain Drain and Capacity Building in Africa: the Gambian
Experience. Available:
http://www.uneca.org/eca_resources/conference_reports_and_other_docum
ents/brain_drain/word_documents/wadda.doc. (Accessed on 11 April 2006)
Wagner, W. (1990) Issues in Knowledge Acquisition. Proceedings of the 1990
ACM SIGBDP conference on Trends and Directions in Expert Systems 247-
26.
Wagner, W and Zubey, M. (2005) Knowledge Acquisition for Marketing Expert
Systems Based Upon Marketing Problem Domain Characteristics.
Marketing Intelligence & Planning 23(4):403-416.
Wang, C and Ahmed, P. (2003) Organisational Memory, Knowledge Sharing,
Learning and Innovation: An Integrated Model. Available:
http://www.wlv.ac.uk/PDF/uwbs_WP006-03%20Wang%20%20Ahmed.pdf.
(Accessed on 10 May 2005).
Werner, W. (2004) The Importance of Mentoring. Available:
http://www.abanet.org/1pt/articles/nosearch/mgt07041.htm1 (Accessed on
31 October 2007).
Whelan, E. (2005) Knowledge Exchange in Electronic Networks of Practice:
Towards a Conceptual Framework. CISC Working Paper No. 20 Available:
http://www.cisc.ie/documents/00020ciscwp.pdf (Accessed 3 May 2006).
237

Wiig, K. (1997) Integrating Intellectual Capital and Knowledge Management. Long
Range Planning 30(3):399-408.
Williams, M. A., Giuse, B. N., Koonce, Y. T., Kou, Q and Giuse, A. D. (2004) Using
Knowledge Management Practices To Develop a-State-ofthe-Art Digital
Library. MEDINFO (2004):99103. Available:
http://cmbi.bjmu.edu.cn/news/report/2004/medinfo2004/pdffiles/papers/3918
Williams.pdf. (Accessed on 10 November 2007).
Wilkesmann, U., Wilkesmann, M and Virgillito, A. (2007) Requirements for
Knowledge Transfer in Hospitals: How can Knowledge Transfer be
Supported in Hospitals? Available: http://www.zfw.uni-
dortmund.de/wilkesmann/publikationen/paper%2002-2007.pdf (Accessed
on 10 May, 2007).
Wilson, M. 1989 Knowledge Acquisition: The Current Position. Available:
http://epubs.cclrc.ac.uk/bitstream/583/knowledge-acquisition-the-
current%5B1%5D.pdf (Accessed on 13 June 2007).
Witt, N., McDermott, A., Peters, M and Stone, M. (2007) A Knowledge
Management Approach to Developing Communities of Practice Amongst
University and College Staff. In ICT: Providing Choices for Learners and
Learning. Proceedings ASCILITE Singapore 2007. Available:
http://www.ascilite.org.au/conferences/singapore07/procs/witt.pdf (Accessed
on 20 December 2007).
World Bank. (1995) Retaining Teaching Capacity in African Universities: Problems
and Prospects. Findings, African region, No.39, 1995. Available:
http://www.worldbank.org/afr/findings/english/find39.htm (Accessed on 9

November 2006.)
World Bank. (2003) Life Long Learning and the Knowledge Economy. Available:
http://siteresources.worldbank.org/EDUCATION/Resources/278200-
1099079877269/547664-1099079984605/lifelong_KE.pdf (Accessed on 12
July 2006).
Yang, J. (2004) Job-related Knowledge Sharing: Comparative Case Studies.
Journal of Knowledge Management 8(3):118-126.
238

Young, C. (2007) Bridging the age gap. HR Perspective 1(3). Available:
http://www.spe.org/spe-app/spe/tt/vo11/no3/hr_persective.htm (Accessed
on 31 October 2007).
Zack, H. M. (1998) Developing a Knowledge Strategy. California Management
Review 41 (3): 125-145.
Zarraga, C and Garcia-Falcon, J. (2003) Factors Favouring Knowledge
Management in Work Teams. Journal of Knowledge Management 7:81-
96.Zucker, M.D. (2001) Using Case Study Methodology in Nursing
Research. The Qualitative Report 6(2). Available:
http://www.nova.edu/ssss/QR/QR6-2/zucker.html (Accessed on 23 July
2007).

239


APPENDICES

Appendix I: Research objectives, questions and possible sources of data


Research objective

Research question
Possible Source of
data
To determine and assess
knowledge
management/retention
policies by higher learning
institutions
What knowledge management/
retention policies and practices
are in existence in higher
learning institutions?

Literature
To determine what is being
done regarding knowledge
retention at other institutions
of higher education,
internationally and in Africa
What is being done regarding
knowledge retention at other
institutions of higher education,
internationally and in Africa?

Literature
To establish tools, methods
and techniques for
knowledge assessment,
knowledge acquisition and
knowledge transfer
What tools, methods and
techniques are used for
knowledge assessment,
knowledge acquisition and
knowledge transfer?

Literature
To identify knowledge
assessment practices at
UNZA
What knowledge assessment
practices at UNZA?
Questionnaire/Interviews
To identify knowledge
acquisition practices at
UNZA
What knowledge acquisition
practices at UNZA?
Questionnaire/Interviews
To identify knowledge
transfer practices at UNZA
What knowledge transfer
practices at UNZA?
Questionnaire/Interviews

240

Appendix II: Questionnaire

QUESTIONNAIRE FOR ACADEMIC MEMBERS OF STAFF


INTRODUCTION


Dear respondent,

My name is Sitali Wamundila. I am carrying out a research for my Masters
dissertation at the University of South Africa. My topic is Developing Knowledge
Management Guidelines for a Knowledge Management Policy to Enhance
Knowledge Retention at The University of Zambia. The research objectives for
my study are as follows:

i. To determine and assess knowledge management/retention
policies by higher learning institutions.
ii. To determine what is being done regarding knowledge
retention at other institutions of higher education,
internationally and in Africa.
iii. To establish tools, methods and techniques for knowledge
assessment, knowledge acquisition and knowledge transfer.
iv. To identify knowledge assessment practices at UNZA.
v. To identify knowledge acquisition practices at UNZA.
vi. To identify knowledge transfer practices at UNZA.
vii. Based on objectives i to vi, to design guidelines for knowledge
retention at UNZA.

Your selection to participate in this research was purely by stratified random
sampling. I therefore look forward to your support in this noble cause.

241

Please note that your views in this questionnaire shall not be, in any way, used for
any other purpose rather than the advancement of this study. You are therefore
assured that your views on the content of this questionnaire shall not be used in
any way that might cause damage to your reputation as an individual or otherwise,
integrity, emotions, or indeed professional conduct as the information provided will
be treated with high level confidentiality. Individual responses will not be
identifiable as they will be treated in aggregate when reporting the findings.
However, your participation in this research is voluntary.


INSTRUCTIONS

1. Write in the provided spaces where appropriate, if space is not enough,
please you may use a separate piece of paper
2. Please tick () in appropriate boxes as provided.
3. There are definitions of terms that you may not be familiar with at the
beginning of each section.

Once more, thank you for your response to this noble cause!

SECTION A: PERSONAL DETAILS

1. a) School..

b) Department..

c) Area of specialisation.

d) Rank..

e) Duration in academic position....

f) Highest qualification...
242


g) Age range

< 24 years 25-29 years 30-34 years 35-39 years

40-44 years 45-49 years > 50 years



h) Your gender


Female Male



i) Number of years you have worked in a higher education institution

Less than 1 year 1-3 years 4-6 years


7-9 years 10 or more years



SECTION B: KNOWLEDGE RETENTION


Definition and Instructions
Knowledge retention is defined as an activity directed at retaining and making available valuable
knowledge necessary for sustaining operations efficiently and effectively. It also serves as a
mechanism for reducing errors, inefficiencies, redundancies, re-inventions and minimising costs
associated with knowledge loss. In this section you are requested to identify knowledge retention
practices available in your school/department.

2. Do you have a knowledge management and retention policy in your
school/department?
Yes No

243

3. Departing academic members of staff from your school/department to another
school/department at UNZA, or indeed to another institution deprives your
school/department of relevant operational academic knowledge?

Strongly agree Agree No opinion Disagree Strongly disagree



4. Which of the following turnover and mobility challenges has your
school/department ever faced?


Challenge

Yes

No
Retirements
Deaths
Resignations
Transfers
Secondments

5. How has each of the acknowledged challenges in question 4 affected your
operations as a school/department?


Challenge

Effect on operations
Retirements
Deaths
Resignations
Transfers
Secondments

6. As a school/department what measures has your put in place to address the
acknowledged challenges in question 4?


244

Challenge Control Measures
Retirements
Deaths
Resignations
Transfers
Secondments

7. In order to ensure sustenance of operations in organisations, certain
systems/mechanisms/tools must be put in place to preserve relevant operational
knowledge. Based on your own observation, and past experience, list any
mechanism(s) you are aware of that your school/department use to retain a
departing member of staffs knowledge necessary for operations and carrying out
academic work in your school/department?
1....
2. ..
3. ..

8. If you are not aware of any mechanism used by your school/department to retain
departing members of staffs knowledge, kindly state the critical knowledge that
you think your school/department should at least acquire from a departing
employee as well as that which should be made available for new entrants (newly
appointed lecturers). Also state your recommended method that should be used to
retain knowledge that may be lost.

Critical knowledge that the school/department should at least acquire from a
departing academic member of staff
...
. ....
Critical knowledge that the school/department should at least acquire for use by
new entrants
...
. ....
Recommended method(s) for retaining the knowledge that may be lost
. ..
245

SECTION C: KNOWLEDGE ASSESSMENT


Definition and Instructions
Knowledge assessment is an investigation of corporate knowledge whose aim is to
understand and establish an organisations capabilities and related competencies.
Such capabilities and competencies are for purposes of enhancing and maintaining
efficiency and effectiveness within the organisations operations. In this section you are
requested to identify knowledge assessment tools available in your school/department.

9. In order to get work done efficiently and effectively most institutions organise their
work by way of policies, procedures and work manuals. Others have also made
use of process documentation as a tool for enhancing work performance. In your
case, thinking in terms of teaching, research, curriculum development and any
other academic related work, kindly list the documented processes (flow charting
how work is done), policies, work manuals and procedures that are used by your
school/department.

Documented process (flow charting how work is done)

1
2. ..
3. ..

Policies

1...
2. ..
3. ..

Work manuals

1....
2. ..
3. ..
246

Procedures

1....
2. ......
3. ..

10. For the listed documented processes (flow charts), policies, work manuals and
procedures in question 9, do you think they have enhanced your work in the
school/department?


Option

Yes

No
Documented processes (flow charts)
Policies
Work manuals
Procedures


11. How important do you think documented processes (flow charts), policies, work
manuals and procedures are in enhancing academic work in your
school/department?

Very important Important No opinion Somewhat important

Not important

12. Communication

Statement Strongly
agree
Agree No
opinion
Disagree Strongly
disagree
The department/programmes
objectives and strategies are
clearly written and communicated
with all academics

The department/programmes
247

policies are clearly communicated
with all employees
Databases of good work
practices, lessons learned or
listing of experts are regularly
updated in
department/programmes

Documents providing information
regarding new knowledge created
are periodically circulated in the
school/department

The data and information are
disseminated on a regular basis
through both electronic and
traditional information channels

Discussion forums are organized
in the department/programme on
time basis in order to encourage
people' knowledge transfer.

Academics transfer knowledge
through
regularly updating
databases of good work
practices, lessons learned
or listings of experts

facilitating collaborative
work by projects teams
that are physically
separated ("virtual teams")


13. Do you have skills and competencies inventories in your school/department?

Yes No

248

SECTION C: KNOWLEDGE ACQUISITION


Definition and Instructions
Knowledge acquisition refers to mechanisms that enable an organisation/individual to
possess knowledge relevant for carrying out their operations/tasks. In this section you are
requested to identify knowledge acquisition tools available in your school/department.

14. Academic work involves a number of activities. Which of the following have you
ever been involved in?

a) Teaching

b) Research

c) Curriculum development

d) Academic citizenship or public life

e) Consultancy

f) Other (please specify):
.
15. At the time you joined the University of Zambia did you already have experience in
any of the following functions?


Activity

Yes

No
Teaching
Research
Curriculum development
Academic citizenship or public life
Consultancy

16. Did you ever have training in any of the following listed functions at the time you
became an academic at UNZA? (Please note that the training referred to does not
include your Bachelors, Masters and PhD degree. It only refers to specialised
249

professional training for purposes of carrying out those tasks efficiently and
effectively).

Activity

Yes

No
Teaching
Research
Curriculum development
Academic citizenship or public life
Consultancy


17. If at the time you joined the university you had not participated in the above
mentioned functions in question 15, which of them do you think you required
specialised training before commencement of your duties as a Lecturer?

Teaching

Research

Curriculum development

Academic citizenship or public life

Consultancy

Others (Please specify):.


18. Regardless of your views on specialised training for academic staff, which of the
following training and development activities do you think would be necessary to
enhance a Lecturers performance in his/her duties?(You may choose more than
one option).

Proposed training

Necessary

Unnecessary
Induction/orientation to functions, policies and procedures of the
University in general and the school/department in particular

250

Introduction to short courses on teaching methodology (Covering:
teaching methods; course design; teaching materials; assessment;
student support and the compiling of a teaching portfolio)

Introduction to short courses on research methodology (Short and long
term research career)

Introduction to short courses on curriculum development
Introduction to short courses on school/departmental administration and
management

Introduction to short courses on general and specialised computer
programmes necessary for carrying out academic work


19. Besides the above mentioned specialised training in question 18, are there any
short training courses that you feel the university should either recommend or
introduce to develop professional competencies of academic staff?
Yes No

20. If the answer to question 19 above is yes, list the short courses that you would
recommend.
1..
2. ..
3. ..

21. It is common to face challenges in any work environment. Which of the following
techniques does your school/department use to handle challenges?

Brain storming

Consultations with staff considered knowledgeable
in the challenge being addressed

Referring to an expert system/knowledge base

Other (please specify):..
.

22. Considering the period that you have served in your school/department, how often
do you think the school holds sessions to reflect on how effective efforts made to
handle challenges have been?
251


Very often Sometimes No opinion

Rare Never

SECTION D: KNOWLEDGE TRANSFER


Definition and Instructions
Knowledge transfer refers to the flow of knowledge among individuals in organisations,
departments or indeed sections and units. Such an activity involves interactions of individuals or
indeed individuals making reference to codified knowledge. In this section, you are requested to
identify various techniques that your school/department uses for knowledge transfer.

23. Once an institution has been established, there are certain functions that need to
be performed. While these functions may remain from time immemorial, the people
that carry out those functions may change from time to time. Thus it becomes
apparent to pass on knowledge among staff. With this understanding, how do you
rate your knowledge transfer activities in your school/department?

Excellent Very Good Good Fair Poor Very
Poor

24 Which of the following knowledge transfer activities exist and you have used in
your school/department?

Knowledge transfer activities Exist Used
Yes No Yes No
Succession planning
Communities of practice
Coaching
Knowledge repositories
Story telling
Orientation, general and job specific
Mentorship, formal and informal
252

Job rotation
Phased retirement

25. For each of the knowledge transfer activities that you have acknowledged to exist
in your school/department in question 24, how effective do you think they are in
facilitating knowledge flow?


Activity
Very
Effective

Effective
No
opinion
Somewhat
effective
Not
effective
Succession planning
Communities of practice
Coaching
Knowledge repositories
Story telling
Orientation, general and job specific
Mentorship, formal and informal
Job rotation
Phased retirement
Other (specify please)

26. Since you joined the university, how often do you think senior academic members
of staff have shared their operational knowledge with you for purposes of helping
you carry out your work effectively and efficiently (Please answer this question if
you have served the University for less than 10 years)

Very Often Sometimes No opinion Rare Never

27. It is assumed that the longer an employee stays in an organisation the more
familiar and knowledgeable they become on the tasks they perform. How often do
you share your knowledge with new entrants in your school/department? (Please
answer this question if you have served the University for more than 5 years)

Very Often Sometimes No opinion Rare Never

253

28. Which of the following knowledge transfer tools have been formally recognised by
way of having policy/procedures or regulations in place in your school/department?



Knowledge transfer activities

Yes

No

Succession planning
Communities of practice
Coaching
Knowledge repositories
Story telling
Orientation, general and job specific
Mentorship, formal and informal
Job rotation
Phased retirement


29. In your own view how important do you think formalising knowledge transfer tools
listed in question 28 can be in your school/department?

Very important Important No opinion Somewhat important

Not at all important

30. Availability of senior academic members of staff such as Professors and Senior
Lecturers to mention but a few is a good sign of capacity for a school/department
to achieve its mandate of running postgraduate and undergraduate programmes
effectively and efficiently. However, seniority in academic ranks is usually attained
through promotion. At the University of Zambia research (publishing), teaching and
public life form among others, the basis upon which promotion can be awarded. In
your own view, are there mechanisms in place that support lecturers to attain
promotional status, that is, to move from one position to the other in your
school/department?

Yes No
254



31. If your answer to question 30 is NO, do you recommend that your
school/department should introduce formal support to lecturers for promotional
purposes?

Yes No

32. What are the specific measures that you would recommend your
school/department should formally introduce to supports lecturers attain
promotional status?
1....
2. ..
3. ..

33. To what extent do you agree with the following statements?

Statement
Strongly
agree
Agree No
Opinion
Disagree Strongly
disagree
When new employees are recruited in your
school/department, they are allocated a
mentor/coach

Induction of new staff is conducted and involves
orientation to general job tasks

Induction of new staff is conducted and involves
orientation to specific job tasks

When members of staff reach the retirement age of
55 years and they are fit to continue with their work,
they are often retained as contract workers

You belong to an informal groupings of employees in
your school/department in which you share
operational relevant knowledge

You belong to formal groupings of employees in your
school/department in which you share operational

255

relevant knowledge
Members of staff in your school/department are
usually rotated in various functions (E.g. Course
coordination, Role of Head of Department)

All your school/departmental operational
policies/procedures/work manuals are located in a
central place accessible to all members of staff

You share narratives of work activities that are
beneficial to members of staff in your
school/department


34. To what extent do you agree with the following statement?


Statement
Strongly
agree
Agree No
Opinion
Disagree Strongly
disagree
UNZA requires a knowledge management policy to
enhance knowledge retention for operational benefit


35. Do you have any ideas related to knowledge sharing that I have not covered?

Yes No

36. If your answer to question 35 above is yes kindly outline your knowledge sharing
ideas below

Thank you for answering this questionnaire.

256

Appendix III: Interview Guide

INTERVIEW GUIDE
Introduction

Good morning/afternoon/evening dear Professor/ Dr. / Mr. /Mrs. /
Respondent/interviewee.

My name is Sitali Wamundila. I am carrying out a research for my Masters
dissertation at the University of South Africa. My topic is Developing Knowledge
Management Guidelines for a Knowledge Management Policy to Enhance
Knowledge Retention at the University of Zambia. Your have been selected to
take part in this research through purposive sampling. I therefore look forward to
your support and cooperation in this noble cause.

Please, note that your views in this interview session shall not, in any way be used
for any other purpose rather than what has been stated above. You are therefore
assured that your views on the content of this interview shall not be used in a way
that might cause damage to your reputation as an individual or otherwise, integrity,
emotions, or indeed professional conduct as the information provided will be
treated with high level confidentiality. Your participation is voluntary and you are
free to withdraw from the process at any point during the interview process.

I also wish to inform you that this interview session will be based on three sections.
Section one has questions on knowledge retention, section two has questions on
knowledge assessment, section three has questions on knowledge acquisition
while section four has questions on knowledge transfer. Please feel free to ask
questions where you may not be clear.

Thank you.

257

TOPIC:

DEVELOPING GUIDELINES FOR A KNOWLEDGE MANAGEMENT POLICY TO
ENHANCE KNOWLEDGE RETENTION AT THE UNIVERSITY OF ZAMBIA

Date of interview:
Place of interview:.
Rank of interviewee:..
Gender of interviewee:..

AIM OF THE RESEARCH
To design guidelines for a knowledge management policy to enhance knowledge
retention at UNZA.

Research objectives

i. To determine and assess knowledge management/retention
policies by higher learning institutions.
ii. To determine what is being done regarding knowledge
retention at other institutions of higher education,
internationally and in Africa.
iii. Based on literature analysis, to establish tools, methods and
techniques for knowledge assessment, knowledge acquisition
and knowledge transfer.
iv. To identify knowledge assessment practices at UNZA.
v. To identify knowledge acquisition practices at UNZA.
vi. To identify knowledge transfer practices at UNZA.
vii. Based on objectives i to vi, to design guidelines for knowledge
retention at UNZA.




258

SECTION A

1. KNOWLEDGE RENTENTION

There is no doubt that knowledge retention is one of the facets of knowledge
management taking centre stage in the knowledge economy brought about by the
problem of knowledge loss that cuts across all Thus, organisations and
universalities alike have realised that in the absence of knowledge retention and
management practices, they stand to loose their organisational memory, that is,
the operational knowledge within employees as well as the organisational
operating procedures and related documents. It is argued that the loss of
organisational knowledge is a menace for operational efficiency and effectiveness
in organisations.

1.1 What are your workforce demographics and how have they affected your
operations?
1.2 Have you ever faced staff attrition challenges? If so, what are the main staff
attrition challenges faced and how do they affected your operations? (Probe
for any of the following if not mentioned: retirements, deaths, resignations,
transfers, secondments)

1.3 How do you preserve your operational knowledge?

SECTION B

2. KNOWLEDGE ASSESSMENT

There are many ways that are used to ensure that an organisation understands its
operations and monitors its knowledge requirements to carry out its operations
efficiently and effectively.

259

2.1 In your case, what is the main purpose of your unit and what are your main
operations/functions/work processes carried out in the
Unit/Department/School?

2.2 What are the knowledge and skills required for the above
operations/functions/ work processes to be carried out efficiently and
effectively? (The knowledge can be either classified under administration
and management, technical or teaching and research)

2.3 What are the main tools used to assess and determine that your operations
are well performed and that your knowledge requirements to perform tasks
are met? Probe for availability of workflow charts/ process documentation,
workforce planning and knowledge auditing programmes.

(a) For any of the mentioned knowledge assessment tools, ask
questions on how it is practiced and any suggestions for improving
the tool. For the tools that are not mentioned, ask questions for
willingness to have them introduced. An explanation on each tool can
be given.

Follow-up questions for specific mentioned knowledge assessment
tools can be asked as follows:

Capability/Process Assessment

a) What policies, procedures, work manuals and work flow diagrams/
charts aimed at guiding your work operations exist in your Unit/
School/ Library/ Directorate/ Department?

260

Depending on the response, follow-up question may be raised to
ascertain the extent to which the mentioned policies, procedures,
work manuals and work flow diagrams/chaps/maps are used

Workforce Planning

a) In your workforce planning efforts, what are the main attributes that
are contained in the workforce profile? Has workforce planning
enabled the creation of availability of skills and competencies
inventories?

b) How do you ensure constant monitoring of staffing levels? (Probe for
any of the following if not mentioned: retirements, deaths,
resignations, transfers, secondments)

Knowledge auditing

Knowledge auditing more or less combines process assessment and
workforce planning tools. Specific questions could be asked pertaining to
the auditing of tacit and explicit knowledge acquisition. For instance
questions could be asked on the following:
(i) Availability of a knowledge base/repository/inventory
(ii) Availability of skills and competency profiles
(iii) Availability of knowledge maps and knowledge flow diagrams

SECTION C

3. KNOWLEDGE ACQUISITION

An organisation acquires knowledge in many ways including recruitment of staff
and training and development, after action reviews, interviews and observations.
261


3.1 In your Unit/Department/Directorate/Library/School, how do you ensure that
your employees have the relevant knowledge to carry out their tasks? Are
there specific ways used for employee knowledge acquisition? Once gaps
have been determined based on comparison with other available knowledge
acquisition techniques, probe for any of the following if not mentioned:
recruitment, training and development, Interviews, use of after action
reviews, availability of Expert systems and subject matter experts.

3.2 For each of the identified ways used as a knowledge acquisition tool, probe
on how such a tool is used and its effectiveness. For the tools that are not
mentioned by the interviewee ask questions for willingness to have them
introduced. An explanation on each tool can be given.

Follow-up questions for specific mentioned knowledge acquisition
techniques can be asked as follows:

Recruitment

Is recruitment determined based on the need to fill a vacant position or
based on the knowledge requirements for a given position that is, position
review before recruiting?

Training and development

Ask questions of what type of training or staff development programme is in
place. Is it general of specific to tasks performed?

Expert systems, subject matter experts and the use of after action reviews

262

Once faced with a task that requires a solution and in the event that a
solution is found, how do you capture the process leading to the solution?
Who do you consult for solutions? Do you review the whole process that
lead to a solution? If so what is the objective of this review?

SECTION D

4. KNOWLEDGE TRANSFER

4.1 Most work performed at UNZA is interdependent. Even in a situation where
interdependence does not exist there comes a time when old employees will
need to share what they know with new employees. Given this scenario,
how do you ensure the flow of knowledge within staff in your unit takes
place?

4.2 Another challenge that commonly confronts organisation today is the loss of
knowledge due to mobility and staff attrition related issues. Prior to or in the
event that you lose an employee in of your Unit/ Department/ School, how
do you determine and ensure the retention of knowledge for purposes of
continuity in that given position? Are there any staff attrition surveys
conducted?

(a) Probe for the availability of the any of the following programmes that
might not be mentioned: succession planning; communities of
practice, coaching; mentoring; orientation (general and specific), job
rotation and phased retirement and stories.

(b) For all the mentioned knowledge transfer mechanism in place, ask
questions on how effective they are, and if not how best they need to
be practiced.

263

(c) For the probed not available knowledge transfer programmes, ask on
willingness to have them in place. An explanation of knowledge
transfers tools could be offered.

Follow-up questions for specific mentioned knowledge transfer could
be asked as follows:

Succession planning

a) How do you address the replacement of staff for position that fall
vacant? How do you ensure that right replacements are placed in
positions especially where recruitment form outside UNZA has not
been used?

(This is an interesting topic that might probe for more information on
training and placement it may also bring of out issues of job
shadowing)

Communities of practice

a) Professional development and competencies rely much on what one
is able to gather from colleagues. Considering this view, do you think
members of staff in your unit/school/department interact for purposes
of learning from one another? If this is that case are there formalised
interaction groupings in place in your
Unit/Directorate/School/Department?

Coaching and mentoring

a) The value that experienced employees bring to an organisation can
hardly be denied. How do you utilise long serving members of staff to
264

enhance performance of new entrants in your
Unit/Directorate/School/Department?

Phased retirement

a) In view of the fact that not only employees retire because tat are no
longer able to perform their duties, how does you unit treat such
cases?

Job rotation

Complacency on duty is a disease diagnosed by many management
theorists. Do you practice job rotation in your Unit/School/Directorate?

Orientation (general and specific),

a) How are employees in your unit oriented?
Stories

Knowledge repositories

a) Due to natural human nature, not all employees may be willing to
interact for purposes of gaining knowledge. Do you have knowledge
repositories in your Unit/school//Department?
NOTE:

This document is just a guide. Certain questions may not be asked depending on
responses from the interviewee.

265

Appendix IV: Request for Ethical Clearance

THE UNIVERSITY OF ZAMBIA

COUNCIL OFFICE

TO: The Registrar

FROM: Mr. Sitali Wamundila, Acting Assistant Registrar, (Council)

DATE: 7
th
April 2008

SUBJECT: PERMISSION TO INTERVIEW MEMBERS OF STAFF AND USE
DOCUMENTATION TO CONDUCT RESEARCH
--------------------------------------------------------------------------------------------------------------

The above subject refers.

I am currently studying for my Masters degree with the University of South Africa
(Distance Learning) in the field of Information Science and my research
specialisation being Knowledge Management. My research topic is DEVELOPING
KNOWLEDGE MANAGEMENT GUIDELINES FOR A KNOWLEDGE
MANAGEMENT POLICY TO ENHANCE KNOWLEDGE RETENTION AT THE
UNIVERSITY OF ZAMBIA. Following my advancement in these studies, I seek
permission to use relevant documentation and to have access to a list of academic
members of staff who will form part of my sample. I also request for your
permission to allow me interview some senior members of staff within the
university.

Your consideration of this matter will be highly appreciated.





SIGNED
Sitali Wamundila (Mr.)
Acting Assistant Registrar (Council)

Cc: Deputy Registrar (Council)
266

Appendix V: Approval for Ethical Clearance

THE UNIVERSITY OF ZAMBIA

OFFICE OF THE REGISTRAR

INTERNAL MEMORANDUM

TO: Mr. Sitali Wamundila, Council Office

FROM: Registrar

DATE: 18
th
April, 2008

--------------------------------------------------------------------------------------------------------------

SUBJECT: PERMISSION TO INTERVIEW MEMBERS OF STAFF AND USE
DOCUMENTATION TO CONDUCT RESEARCH

Your memorandum dated 7
th
April, 2008 on the matter captioned above refers.

Approval is hereby granted for you to interview some members of staff of the
University of Zambia. Approval is also granted for you to access documentation
which will assist you with your research entitled Developing Knowledge
Management Guidelines for a Knowledge Management Policy to Enhance
Knowledge Retention at the University of Zambia.

By copy of this memorandum, the Deputy Registrar (Administration) and the
Deputy Registrar (Council) are informed accordingly.




SIGNED
Dr. A.N. Ngandu
REGISTRAR

cc: Vice-Chancellor
Deputy Registrar (Council)
Deputy Registrar (Administration)