Studying Knowledge Management and Human Resource Management Practices in the State-Owned Entities Using Mixed Methods Research Design

Abstract

The chapter demonstrates the lessons learnt from the application of an exploratory sequential design in a mixed methods research project to investigate the integration of knowledge management and human resource management practices for the reduction of knowledge loss in the public-owned entities in context. The research design was considered to be suited for studying a research problem from different perspectives and offers complementarity and diversity in data collection and analysis. The chapter revealed that qualitative data need to be complemented with the statistical or quantitative data to make an informed and complete analysis, conclusions, and recommendations of the research findings because, alone, qualitative data lack completeness and generalisability. The chapter presents a framework to design, apply, and evaluate a mixed methods research study so that information scientists, knowledge management researchers, and scholars from other related fields may play a role in its application and development when researching complex phenomena.

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

“…In a nutshell, the researcher infers that a matrix or flat structure may indirectly contribute to employee turnover if firm-specific human resources take up job opportunities elsewhere. Employee turnover contributes to, if not fast-tracking, loss of organisational tacit knowledge loss (Phaladi 2022).…”

“…Extant literature on KM observes that HRM departments and their practices fail to appreciate their critical role in the development and facilitation of knowledge-driven behaviours, cultures, processes, systems and structures in business enterprises (Dalkir 2020;Hislop 2013;Phaladi 2021). Tacit knowledge loss risks are common challenges in many SOEs (Phaladi 2021(Phaladi , 2022. However, many HRM departments in South African SOEs are lagging behind in practices to facilitate and shape the requisite knowledgedriven cultures and structures (Phaladi & Ngulube 2022).…”

“…Simplistically put, stickiness in the knowledge transfer process implies that tacit knowledge is not such an easy thing to share from one human being to another. Durst and Zieba (2020) and Phaladi (2022) postulated that losing critical firm-specific knowledge capital assets at the wrong time could impact negatively on the competitiveness, productivity and innovation capacity of the affected business entities. It is for this reason that organisational culture and structural configurations have become such important considerations in the literature in order to deal with issues pertaining to human capital loss.…”

Understanding tacit knowledge loss in public enterprises of South Africa

“…As a result, organisations need to develop an integrated understanding of the causes and the extent of the recognition of knowledge loss in their environments. A turnover, whether voluntary or involuntary, and an ageing workforce increase the vulnerability of the affected companies (Phaladi, 2021(Phaladi, , 2022aPhaladi & Ngulube, 2022). The phenomenon of organisational tacit knowledge loss remains a dominant issue in the knowledge management (KM) literature and practice (Mariano et al, 2020).…”

Mitigating Tacit Knowledge Loss in South African State-Owned Companies: HRM Approach

“…Within this conundrum regarding the mobility of knowledge workers lies serious tacit knowledge loss risks which threaten the survival, productivity and sustainability of many organisations (Zieba, 2020). Tacit knowledge is defined as a type of knowledge that is deeply entrenched in the minds of firm-specific employees, which includes intangible assets such as know-how and know-why forms of knowledge that are difficult to share and retain in a tangible manner without losing its value (Becerra-Fernandez and Sabherwal, 2015;Phaladi, 2022a). The loss of these firm-specific knowledge assets affects organisational performance and sustainability (Jennex, Durcikova and IIvonen, 2022).…”