Knowledge management practices at a food manufacturing organisation in Limpopo province of South Africa: using the SECI Model Rahel Odede, Dr SS Mkhomazi, Prof Muhammad Ehsanul Hoque
Management College of Southern Africa
Abstract
Knowledge management (KM) is a key management tool towards obtaining and maintaining competitive advantage in an organisation. This study investigated the KM practices of a Food Manufacturing Organisation in Limpopo. The research approach and design adopted was a quantitative case study. A non-probability sample (n=171) was selected using convenience sampling. The data collection method adopted was the use of structured questionnaire which enabled respondents to indicate their attitude towards the questions asked. The results showed that the organisation had implemented KM practices for all eight factors in differing degrees. However, no single factor was consistently implemented throughout the organisation. It was also found that the organisation implementation of mentorship, knowledge sharing and team reflexivity performed the best, while the use of technology, staff development, communication and organisational memory were a challenge. It was recommended that the organisation implement a formalised KM policy to ensure organisation-wide adoption. In addition, the organisation ought to ensure that the organisational culture and leadership are motivated and aligned with the KM strategy in order for it to be effectively implemented.
Keywords: Competitive advantage, mentorship, knowledge sharing, team reflexivity, use of technology, staff development
