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Original Research

Knowledge management practices at an institution of higher learning

Judith Mavodza, Patrick Ngulube

SA Journal of Information Management; Vol 14, No 1 (2012), 8 pages. doi: 10.4102/sajim.v14i1.496

Submitted: 15 August 2011
Published:  05 October 2012

Abstract

Background: This article underscores the fact that society is becoming more and more knowledge-based, and that the organisations that can identify, value, create and evolve their knowledge assets are likely to be more successful than those that do not. Knowledge management (KM) is about enhancing the use of organisational knowledge through sound practices of KM and organisational learning. KM practices encompass the capture and/or acquisition of knowledge, its retention and organisation, its dissemination and re-use, and lastly responsiveness to the new knowledge.

Objective: The focus of this study was on KM principles and practices that may be in place in the Metropolitan College of New York (MCNY). The argument is that KM and its survival principles and tools may help the College to improve performance. However, there is uncertainty about whether the use of KM principles and tools can partly solve the College’s approach to improving the quality of education it provides.

Methods: A mixed methods research methodology encompassing a questionnaire, observation, interviews, and use of institutional documents was used in the investigation.

Results: The findings of the study indicate that KM concepts were not universally understood at MCNY.

Conclusion: There is a need to create a knowledge inventory at MCNY. This may help the College to develop appropriate institution-wide policies and practices for proper and well organised methods of integrating work processes, collaborating and sharing (including the efficient use of social media), and developing an enabling institutional culture.


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Author affiliations

Judith Mavodza, Zayed University, Abu Dhabi, United Arab Emirates
Patrick Ngulube, University of South Africa, South Africa

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