Knowledge retention strategies employed by Botswana's tourism and hospitality industry: The case of Gaborone

Motshegwa, Nametsegang

doi:10.1016/j.tmp.2017.07.022

Cited by 10 publications

(12 citation statements)

References 7 publications

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“…Employees' perceptions of age discrimination (Fasbender & Gerpott, 2021), lack of trust (e.g. Motshegwa, 2017) or "unjustified" high trust in management (Ragsdell et al, 2014) are found to suppress employees' knowledge-sharing behaviour and consequently inhibit KT.…”

Section: Tlomentioning

confidence: 99%

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Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

Galan

2023

TLO

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Purpose The purpose of this two-part study is to systematically review, analyze and critically synthesize the current state of empirical research on knowledge loss induced by organizational member turnover (KLT). Design/methodology/approach This study is based on using a systematic literature review methodology reported in Part I. Findings Part II of this study contributes to the advancement of KLT scholarship by offering: an integrative narrative of KLT coping and preventive mechanisms as well as factors affecting them; an organizing framework of KLT empirical literature; and suggestions for future research, which are discussed with respect to the content, based on the proposed framework and by extending contextual dimensions of “who”, “where” and “when”, as well as use of theories and methods. Research limitations/implications This study has limitations related to inclusion/exclusion criteria used for creating the review sample and the “Antecedents–Phenomenon–Outcomes” logic used to synthesize the findings. Originality/value Part II of this study offers a systematic synthesis of KLT empirical research with respect to KLT coping and preventive mechanisms and a discussion of opportunities for future research.

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Section: Tlomentioning

confidence: 99%

“…Network embeddedness (e.g. roles, positions, number and intensity of ties) Durst & Wilhelm (2011), Eckardt et al (2014, Linderman et al (2011), Leon et al (2017), Motshegwa (2017) Griggs & Hyland (2003), Haesli & Boxall (2005), Park et al (2022)…”

Section: Departing Employeesmentioning

confidence: 99%

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

Galan

2023

TLO

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“…Different studies have claimed that KM practices are helpful in the organizational level only such as organizational performance (Abubakar et al , 2019; Karthikeyan and Muralidharan, 2010; Meher and Mishra, 2019; Mehralian et al , 2018), job satisfaction (Kianto et al , 2016; Kuzu and Ozilhan, 2014; Malik and Kanwal, 2017), organizational innovation practices (Bloodgood, 2019; Chaudhuri, 2011; Darroch, 2005; Matricano et al , 2019; Nonaka, 1994) and strategic decision-making (Bharadwaj et al , 2015; Cabrilo and Dahms, 2018; Johannessen and Johannessen, 2018; Peruffo et al , 2018). Various studies claim that KM comprises of various practices out of which knowledge creation (Abubakar et al , 2019; Balde et al , 2018; Mehralian et al , 2018; Nonaka, 1994), knowledge sharing (Akram et al , 2020; Borges et al , 2019; Goel et al , 2010; Kumar, 2005), knowledge retention (KR) (Levallet and Chan, 2019; Liebowitz, 2010; Motshegwa, 2017) are the most important element in the organization.…”

Section: Research Literaturementioning

confidence: 99%

“…Stronger the channels more the frequency of KS (Alexander and Childe, 2013). The community practices, structural meetings, technology sharing and official interaction greatly impact knowledge sharing (Motshegwa, 2017). Personal knowledge expressed in social contacts’ influence in breeding the knowledge sharing can be more useful for the employees during expatriation and training (Zhao et al , 2014).…”

Section: Research Literaturementioning

confidence: 99%

Evaluation of perceived benefits and employee satisfaction through knowledge management practices

Meher

Mishra

2021

GKMC

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Purpose This study aims to identify the key contributing factors of knowledge management (KM) practices with respect to an employee benefit. The research is designed to gain insight into the KM practices of Indian information technology (IT) firms and evaluate its effects on employee perceived benefit (EPB) and employee satisfaction (ES). Design/methodology/approach This study focuses on the cause and effect relationship between the variables. In this research study, a structured questionnaire is administered and accumulated responses from executives, software developers and knowledge managers from five IT firms with the help of google form. The sample size was 339 for this study. Confirmatory factor analysis and partial least square (PLS)-structural equation modeling have been used to analyze the data with the help of SMART-PLS software. Findings The well-fitted model describes the importance of KM practices with respect to increasing employee benefit and satisfaction. The hypothesized model is empirically investigated and it is also supported by the analysis. The KM practices have significant effects on EPBs. Employee benefits have a significant effect on ES. The result shows that the benefits of KM practices are more intended toward the sources of motivation where they can increase their capability with the help of KM practices. Research limitations/implications Benefit leads to the motivation and satisfaction of employees. The work itself can be a highly motivating dimension with the help of proper KM practices. The managers’ prime responsibility is to focus on collaborative work with regularizing the exchange of knowledge, where new knowledge can be created and, do better for the organization. Originality/value This research study offers a new direction of motivation to work. The employee can be highly motivated if he can be benefited from the work itself. This study gives an approach to satisfy the employee with the help of KM practices. Perceived benefit is considered as an essential element for this study.

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“…This study investigates knowledge retention (KR) in cross-border mergers in the telecommunications industry of Lesotho. Knowledge retention, also known as knowledge continuity, refers to the storing of knowledge within the organisation so that it can be retrieved and used at the later stage (Motshegwa, 2017; Sumbal et al, 2017; Sumbal, et al, 2018; Sumbal, et al, 2020; Wikström et al, 2018). The knowledge-based view of the firm states that the key to an organisation’s competitive advantage lies in its inimitable amalgamation of physical, organisational and human assets (Butt et al, 2020; Castro et al, 2011; Chen et al, 2016; Farooq, 2019; Issah, 2020; Safari and Saleh, 2020; Wernerfelt, 1984).…”

Section: Introduction and Background To The Studymentioning

confidence: 99%

Improving knowledge retention in the cross-border mergers of the telecommunications industry of Lesotho

Tseole

Ngulube

2022

Business Information Review

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This article has been extracted from the larger PhD study which sought to investigate how knowledge retention (KR) may be improved in the context of cross-border mergers of the telecommunication industry of Lesotho. This is a quantitative case study research that triangulated interviews and questionnaires as instruments of data collection. The results for the study indicated that although there were no formal policies in place that guided the retention of knowledge, somehow knowledge was retained during the merger process. On the other hand, a considerable amount of valuable knowledge may have been lost because employees who either left the organisation during the process or those who were apparently forced to resign just left the organisation with no proper KR arrangement. The findings of the study also showed that the Econet Telecom Lesotho (ETL) merger was accompanied by a high staff turnover resulting from both forced and voluntary resignations.

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Knowledge retention strategies employed by Botswana's tourism and hospitality industry: The case of Gaborone

Cited by 10 publications

References 7 publications

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

Knowledge loss induced by organizational member turnover: a review of empirical literature, synthesis and future research directions (Part II)

Evaluation of perceived benefits and employee satisfaction through knowledge management practices

Improving knowledge retention in the cross-border mergers of the telecommunications industry of Lesotho

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