A framework for knowledge retention to support business continuity in the cross-border mergers of the telecommunications industry in Lesotho

Abstract

Purpose The purpose of this study is to investigate a framework for knowledge retention to support business continuity in cross-border mergers of the telecommunications industry in Lesotho. Design/methodology/approach This study applied a qualitative case study, with data collected through interviews from a purposively selected sample of staff members who held managerial positions. Information in this study was partially extracted from the PhD thesis of Dr Tseole ET supervised by Prof Ngulube P at the University of South Africa completed in 2021. Findings The study discovered that a considerable amount of knowledge may have been lost because employees who either left the organisation or those who were apparently forced to resign during the process had left without any proper knowledge retention arrangements. Research limitations/implications The framework proposed in this study may be used in framing future studies as a theoretical framework. The study also provides new literature for review and discussion of background in future related studies. Practical implications The framework provided in the study may be used as a benchmark in the knowledge management industry and/or organisations for policy development or improvements and implementation of knowledge retention strategies. Social implications Through recommendations and framework provided by this study, organisations will be able to improve their services to their sphere of influence in the surrounding communities. So, community will be receiving an improved and good service at all the times. Originality/value A framework for facilitating knowledge retention in the cross-border mergers of the telecommunications industry is therefore proposed and the researchers believe it will be helpful to the organisation for improving knowledge retention going forward, particularly in the merger process.

Knowledge Retention and Loss in Brazilian Public Administration

“…This relationship between knowledge loss and negative impact on organizational performance has also been highlighted in previous studies (Daghfous et al, 2013;Levy, 2011;P.R. Massingham, 2018;Tseole and Marutha, 2022). Retirement, despite being a predictable event, represents an important form of critical knowledge loss for NTIO.…”

“…The literature reinforces that turnover, identified as the rotation of personnel within the unit or organization, limits the retention of critical knowledge, leading to its loss (Daghfous et al, 2013;Tseole and Marutha, 2022;Galan, 2023).…”

“…Organizational culture affects knowledge management and retention (Al-Dmour et al, 2020;Tseole and Marutha, 2022). Thus, there is a need for an organizational culture that encourages the dissemination of knowledge at all levels and units of the organization (Daghfous et al, 2013).…”

“…By mitigating loss, the retention of organizational knowledge provides the potential for improved institutional performance (Levallet and Chan, 2019). In public organizations, this improved performance contributes to achieving public interest objectives (Tseole and Marutha, 2022).…”