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Item HRM alignment and integration in knowledge risk management in South African state-owned enterprises(Academic Conferences International Ltd, 2024) Phaladi, Malefetjane PhineasMost state-owned enterprises (SOEs) in South Africa face serious challenges with tacit knowledge loss risks, largely due to a lack of alignment and integration points for human resource management (HRM) practices in knowledge management to effectively manage such knowledge loss risks. This study was interdisciplinary in nature, presenting empirical evidence of a strong connection between HRM and knowledge management (KM), especially its knowledge risk management (KRM) sub-domain. The research paper employed a qualitative research design, which involved collecting in-depth qualitative data through interviews with 20 human resource (HR) managers in 9 SOEs. The qualitative data extracted through the interviews were analyzed thematically using Atlas.ti software. The research results revealed that HRM practices are not aligned, integrated and focused on mitigating enterprise tacit knowledge loss risks in most South African SOEs. A lack of HRM alignment and integration was a serious issue across the board, irrespective of whether the participating SOEs had knowledge management structures, roles and strategies in place. However, on a positive note, HR managers acknowledged the need for the integration and alignment of HRM strategies regarding effective knowledge loss risk management. The study highlights a deficiency in HRM alignment and integration for effective knowledge loss risk management. The researcher infers that HRM alignment and integration in KRM has a critical strategic and operational role to play in the mitigation of enterprise knowledge risks, as well as in developing the required knowledge management capabilities. The study sought to close a knowledge gap in the existing body of knowledge by presenting empirical evidence identifying alignment and integration points of HRM strategies into KRM for SOEs to effectively reduce knowledge loss risks. Furthermore, the study presents a strong link between HRM and KRM in building KM capacity for the reduction of the risks associated with tacit knowledge loss.Item Key organisational barriers to effective knowledge risk management in South African public sector enterprises(OmniaScience, 2024) Phaladi, Malefetjane PhineasPurpose: The aim of this study was to delve into the obstacles preventing the effective management of tacit knowledge risks in South African public sector enterprises (PSEs) from the perspectives of human resource management (HRM) and knowledge management (KM).A perusal of the literature reveals that most South African PSEs are grappling with significant challenges related to potential tacit knowledge loss risks.Design/methodology/approach: The research utilised a mixed methods exploratory sequential design, collecting qualitative data through interviews with 20 HR managers in 9 PSEs and survey data from 585 questionnaires. The reliability of the data was tested, and thematic analysis was performed using Atlas.ti software.Findings: The study identified key barriers to effective tacit knowledge loss risk management in PSEs, including a silo mentality, organisational red-tape, knowledge as a power source, lack of recognition and rewards, KM awareness, cultures and structures, employment equity, fixed-term contracts, competing priorities for leadership, knowledge hoarding, HRM practices, and inadequate KM technologies and systems. These pressing issues need to be addressed to improve knowledge risk management (KRM) efforts in PSEs.Research limitations/implications:The exploration of organisational barriers was only limited to the tacit knowledge loss risks category, induced by human resource turnover in country-specific PSEs. Future studies could explore the organisational barriers and factors affecting other types of knowledge risks in PSEs or similar knowledge-intensive business enterprises across the globe using different samples and populations. Other similar studies could include strategic sectors of the economy such as energy generation, civil aviation, defence, mining and rail. The study contributes to the knowledge-based view and knowledge stickiness theories, and proposes an interdisciplinarity approach using mixed methods for future research on tacit knowledge loss.Practical implications: The research findings conclusively indicate that PSEs face the aforementioned barriers that hinder the effective implementation of the KRM system. This study identifies that key organisational barriers were mainly due to a lack of knowledge-driven HRM strategies in KM. To address these barriers, HR managers and other stakeholders must collaborate to ensure effective knowledge management and mitigate the negative impact of knowledge loss risks on organisational performance.Social Implications: The study highlights the importance of removing key barriers for improved KRM in PSEs. The improved KRM can enhance public service delivery efficiency, transparency and the accountability of PSEs by addressing socio-economic developmental issues in developing economies. Originality/value: Using South African PSEs as a case to address this challenge, the paper sought to explore key organisational barriers to effective knowledge loss risk management in organisations with a view to shaping discourse, policies, research, theories and practices in KM and HRM. Organisational barriers affecting the management of such risks remain unexplored in the extant body of knowledge and practice.Item Uncovering the journey of building a community : a story of a global network for early-and mid-career women researchers(Emerald Publishing Limited, 2024-08-06) Zheng, Gaoming; Kim, Mee Joo; Qi, Jing; Aarnikoivu, Melina; Bekova, Saule; Meki-Kombe, Charity; Shabdan, Baktygul; Tsephe, LifutsoIn this chapter, we delve into our journey of establishing and nurturing a global network comprising early-and mid-career women researchers in the realm of doctoral education. Formed and sustained amid the backdrop of the pandemic since 2020, our endeavours of community building have acquired unique attributes, rewards and trials. We begin by tracing the evolution of our collective journey and the collaborative process that has shaped this network. This, in turn, will spotlight the driving forces and expectations that underpinned the birth of this international alliance tailored for aspiring mid-career women researchers. We also delve into the fundamental characteristics of the network and consider the benefits it offers to its members. Lastly, we will address the challenges the network faces, particularly regarding its sustainable development in the context of competitive, academic work environmentsItem Mitigating risks of tacit knowledge loss in state-owned enterprises in South Africa through knowledge management practices(AOSIS, 2022-02-01) Phaladi, Malefetjane Phineas; Ngulube, PatrickBackground: State-owned enterprises (SOEs) in South Africa face a serious challenge of knowledge loss caused largely by resignations, the ageing workforce and a lack of knowledge management (KM) practices. Objective: This article explores KM practices in the South African SOEs to mitigate the risks inherent in tacit knowledge loss. Methods: The study adopted a mixed methods research strategy using an exploratory sequential design to identify KM practices and their effectiveness in addressing the issue of tacit knowledge loss. The qualitative data was collected through the interviews and document analysis of 2018 annual reports in nine SOEs across five market sectors. A survey questionnaire was distributed to 585 respondents, with a 25% response rate (145) for quantitative data in three SOEs. Results: The results revealed that the majority of the SOEs lacked KM practices in their structures. The lack of KM practices implies that the SOEs are lagging behind in knowledge protective capacities to mitigate the risks inherent in the organisational tacit knowledge loss. With many South African SOEs, facing all these sorts of knowledge loss risks and a lack of KM practices to mitigate them, achieving the objectives of a developmental state remains a far fetched idea. Conclusion: The absence of KM practices negatively affected knowledge transfer and retention in most of the SOEs. A lack of KM practices will negatively affect their performance and their sustainability to deliver on their developmental mandate. Investment in KM practices will assist SOEs to mitigate the risks associated with loss of organisational tacit knowledge.Item Understanding tacit knowledge loss in public enterprises of South Africa(AOSIS, 2024-01-01) Phaladi, Malefetjane Phineas; Ngulube, PatrickOrientation: South African state-owned enterprises (SOEs) are facing a perpetual struggle of institutional tacit knowledge loss, which poses a risk to these entities and threatens their sustainability. The research project endeavoured to tackle these challenges from knowledge management (KM) and human resource management (HRM) perspectives and proposes a plethora of integrated knowledge-driven HRM processes to mitigate risks associated with loss of tacit knowledge. Research purpose: The study provides an integrated understanding of the issues relating to the causes of enterprise tacit knowledge loss and extent to which there is recognition of company knowledge loss in selected SOEs in South Africa. Motivation for the study: There is limited research that provides an integrated approach to tacit knowledge loss from KM and HRM standpoints. Research approach/design and method: The exploratory sequential mixed-methods research design was used in this study. In the qualitative phase of this research, data were collected from the annual reports of the SOEs and unstructured interviews with 20 purposively selected human resource (HR) managers, which was subsequently analysed thematically using ATLAS.ti software. The quantitative data from 145 out of 585 respondents were analysed statistically using Statistical Analysis Software (SAS). Main findings: The study revealed that organisational tacit knowledge loss is largely caused by voluntary and involuntary employee turnover and a lack of retention strategies. This adversely affects the knowledge base and the knowledge absorptive and protective capacities of the SOEs. Practical implications/managerial implications: The study concludes that the journey for ensuring effective knowledge transfer and retention of valuable enterprise knowledge starts with the appreciation of knowledge as a key firm-specific strategic issue. Contribution/value-add: This study offers an integrated understanding of the causes of tacit knowledge loss for effective management in SOEs researched interdependently from KM and HRM perspectives.Item Developing knowledge protective capacity through retention practices in South African state-owned companies(AOSIS, 2023-12) Phaladi, Malefetjane PhineasBackground: Extant knowledge management (KM) literature has established the importance of human resource management (HRM) practices and their relationship in support of the effective management of organisational tacit knowledge, albeit at a theoretical level. This study attempts to address this research gap by empirically exploring and focusing on specific HRM retention practices in support of knowledge transfer and retention efforts in the context of South African state-owned companies (SOCs). Objective: The purpose of this study is to explore the extent to which HRM retention practices help to develop knowledge protection capacities in ensuring effective mitigation of enterprise tacit knowledge loss in South African SOCs. Method: This study used an exploratory sequential mixed methods research (MMR) design to investigate knowledge retention practices in South African SOCs. Data were collected through in-depth interviews with 20 human resource managers and a survey with 585 randomly selected respondents, achieving a 25% response rate. Results: South African SOCs lack knowledge-driven retention strategies, which could reduce labour turnover and knowledge loss risks. These issues include success management, incentive schemes, job rotation, post-retirement knowledge contracting, counter-offers and job shadowing. If unaddressed, these issues could threaten organisational performance and economic sustainability. Conclusion: Insofar as human resource retention practices are concerned, this study concludes that they are not knowledge-driven, thus not helping SOCs in building the necessary capacities and capabilities for the protection of enterprise-specific knowledge assets. Contribution: This study sought to close a gap in research and practice linking human resource retention and knowledge protective strategies to address knowledge loss risks in SOCs. Keywords: knowledge protective capacity; human resource retention practices; knowledge loss; knowledge retention; knowledge transfer; state-owned enterprises; South Africa.Item Human resource management as a facilitator of a knowledge-driven organisational culture and structure for the reduction of tacit knowledge loss in South African state-owned enterprises(AOSIS, 2022-10-10) Phaladi, Malefetjane PhineasBackground: Many state-owned enterprises (SOEs) in South Africa face the serious problem of knowledge-unfriendly organisational cultures, structures and human resource management (HRM) practices that hinder the reduction of the risks associated with tacit knowledge loss. Objective: The article examines the role of HRM in facilitating knowledge-driven organisational cultures and structures for the reduction of tacit knowledge loss in South African SOEs. Methods: The study deployed an exploratory sequential mixed methods research design to examine the role of HRM in facilitating organisational cultures and structures that are supportive of knowledge management (KM). In the qualitative phase, data were collected through interviews with 20 purposively selected HR managers in nine SOEs. In the quantitative phase, a questionnaire was distributed to 585 randomly selected employees in three state owned companies. The instrument was considered reliable with a Cronbach’s alpha of 0.94 and a response rate of 25%. Results: The research findings revealed that a majority of organisational cultures and structures in SOEs did not facilitate or assist to propel and support KM activities, behaviours and practices. On a positive note, human resource managers acknowledge that they have a crucial role to play in influencing culture management and structural designs in their companies to boost KM activities, behaviours and cultures. Conclusion: Numerous SOEs did not exhibit certain knowledge-driven behaviours and cultures because of a lack of structures to drive KM. Human resource managers did not exert their role in driving and influencing such knowledge-based behaviours, cultures and structures to lessen potential tacit knowledge loss.Item Building knowledge absorptive capacity in South African public companies through recruitment practices(Academic Conferences International Ltd, 2023-01-01) Phaladi, Malefetjane PhineasMost state-owned companies (SOCs) in South Africa are in a perpetual struggle to recruit human resources and replenish their intangible knowledge asset losses that are largely due to high employee turnover. The study is interdisciplinary in nature, presenting a strong link between recruitment practice, employee turnover, knowledge loss and knowledge absorptive capacity. The research project used a mixed methods exploratory sequential design by gathering in-depth qualitative data through interviews with 20 human resource managers in 9 SOCs. Survey data was collected from a 25% response rate to the 585 distributed questionnaires. The survey instrument was tested for reliability with a Cronbach’s alpha at 0.94. The qualitative data extracted through the interviews were analyzed thematically using Atlas.ti software, whilst the quantitative data were analysed using Statistical Analysis Software (SAS). The findings revealed that due to increased human resources mobility, human resource management (HRM) establishments in many SOCs were in a perpetual struggle to fill vacancies in mission-critical areas. Knowledge-loss induced by human resource attrition was a serious challenge in most SOCs. On a positive note, the study revealed that recruitment practices were knowledge-driven, largely because they supported SOCs in the sourcing of the required company-specific human and knowledge resources, albeit some extant challenges. The study concluded that HRM recruitment practices build knowledge absorptive capacity in South African SOCs.Item Mitigating tacit knowledge loss in South African state-owned companies : HRM approach(Academic Conferences International Ltd, 2023-01-01) Phaladi, Malefetjane PhineasThis study is an interdisciplinary research that sought to explore knowledge loss risks interdependently in relation to the knowledge management (KM) and human resource management (HRM) disciplines in South African state-owned companies (SOCs). This study highlighted the significant role of knowledge-based HRM systems, which will naturally enhance the management capacity of tacit knowledge to mitigate risks and assist SOCs to deliver on a developmental mandate, as well as ensure their survival and the economic growth of developing nations. The paper aims to explore the connection between KM and HRM practices for the effective management of enterprise tacit knowledge loss risks using the SOCs of South Africa as a case. This study is a mixed methods research project, using the exploratory sequential design as a research strategy. Data were collected qualitatively through interviews with 20 purposively nominated human resource managers, and survey data was collected randomly from 25% (145 of the 585 responses) of the workers employed in SOCs. Qualitative data were analysed thematically using Atlas.ti and Statistical data were analysed using SAS and exploratory factor analysis. The relationship between HRM and KM practices in lessening the risks inherent in tacit knowledge loss, mainly from voluntary turnover, is underdeveloped in many South African SOCs. The study established that the role of HRM in supporting KM is limited and underdeveloped in many SOCs, largely because they are lagging in key structures and knowledge-centric cultures, behaviours and HRM practices to drive the effective management of company knowledge. This study assists HRM executives and KM practitioners to develop knowledge-driven HRM practices in order to mitigate risks from the loss of tacit knowledge, whilst ensuring sustained performance in public enterprises. The study and proposed strategies seek to influence the discourse, policies, practices and theories on KM and HRM praxis in companies to mitigate the risks associated with the loss of tacit knowledge.Item Continuing professional development and the changing landscape of academic libraries(Emerald, 2024-01-01) Moonasar, AnushieThis article highlights the dynamic and evolving nature of libraries and the role of librarians within the changing landscape. It discusses how libraries have traditionally operated and how they have been impacted by 4IR and external factors such as the COVID-19 pandemic.type="abstract-subheading">Design/methodology/approachThe study employed a mixed methods research approach, combining an online questionnaire to derive quantitative data and interviews to provide qualitative data. The follow-up interviews provided a comprehensive understanding of how academic librarians at the DUT library use Continuing Professional Development (CPD) to adapt to the evolving environment.FindingsThis paper reports that there was consensus that CPD empowers the librarians to adapt seamlessly to the dynamic library landscape. It equips them with the knowledge and skills to stay updated on the latest trends, technologies and best practices in their field. Practical implicationsThe findings carry implications for the planning and executing of ongoing CPD programmes and activities across all academic libraries.title content-type="abstract-subheading">Originality/This study provides an insight into the results of the importance of CPD for librarians within a developing country in southern Africa.