The results point to a lack of understanding of the concept of knowledge management and knowledge transfer in the organization, leading departments to follow silo processes in an attempt to transfer knowledge within their specific areas. The results of this study should help the organization to improve its knowledge management processes and to organize internal communication in such a way that knowledge transfer is promoted.
Introduction
Research background
Spender and Grant (1996) argue that the communication strategies and systems for imparting and transferring knowledge are different and depend on the characteristics of the industry. In managing the knowledge transfer process, it is important to choose appropriate communication strategies and systems for the type of knowledge to be transferred (Murray & Peyrefitte, 2007).
Problem statement
Communication is recognized as a key role in the knowledge transfer process (Du Plessis & Boshoff, 2008; Roberts, 2000). Although KM appears to be a core competency in the financial services industry, there are few organizations that take KM seriously (Jayasundara, 2009).
The aim of the study
Chigada and Ngulube (2015) further assert that knowledge in the financial services industry in South Africa is not properly managed to facilitate the implementation of competitive KM practices to survive in a knowledge economy. Therefore, the rationale of the study stems from the paucity of research on KT, inadequate knowledge management and its impact on strategies, methods, tools and/or communication systems (ICT) in the financial services industry in South Africa.
Objectives of the study
Furthermore, Said, Abdullah, Uli and Mohamed (2014) show that organizational characteristics (culture, management support, reward and recognition, and organizational structure) play an important role in the transfer of knowledge. Pickett (2004) argues that the problem in the financial services industry is that the industry is growing rapidly and as a result mergers and acquisitions, internal redeployment, downsizing and layoffs are taking place.
Research questions
4. knowledge receivers and their influence on knowledge transfer; and ii) propose a method of knowledge transfer that meets the needs of the organization.
Research methodology
- Research philosophy
- Research approach
- Research strategy
- Unit of analysis
- Data collection interviews, semi-structured questionnaires
- Data analysis
An interview guide was developed to guide the researcher during the interview to ensure that all aspects of the research are covered. Included in the final section of the interview guide are general questions aimed at identifying the current barriers to KT, improvement opportunities and preferred communication methods for KT in the selected organization.
Ethics
Data analysis consists of ways and methods that can be used to (i) extract and describe the collected data, (ii) test hypotheses, (iii) determine the use and implications of the data in relation to the research problem identify, and (iv) search and interrogate the meaning of the collected data (Rose & Sullivan, 1993). For this study, the data analysis process includes identifying the use and implications of data in relation to the research problem.
Delineation of the research
Significance of the research
Overview
Introduction
Knowledge
Definition of knowledge
Knowledge is also seen as a strategic asset because it minimizes the amount of effort needed for information (and physical) processes (Boisot, 1998). Evans, Dalkir and Bidian (2014) elaborate that employees cannot utilize current or previous understandings to make more effective and innovative decisions unless knowledge is accessed and shared.
Different types of knowledge
- Tacit knowledge
- Explicit knowledge
Zheng and Pan define explicit knowledge as "the knowledge that can be disseminated through normal language, can be expressed with material existence, and can be known with certainty". Some researchers commonly define explicit knowledge as knowledge that can be formally expressed using a system of coded symbols (Choo, 2006; Polanyi, 1966; Nonaka & Takeuchi, 1995; Van den Berg, 2013).
Knowledge management (KM)
This step involves retaining the acquired knowledge so that it can be retrieved when needed. Among other things, the knowledge can be stored in systems (directories and folders), databases, e-mails and websites (intranet and extranet), where it can be easily accessed.
Knowledge transfer (KT)
It involves the flow of knowledge from one person or group of people to another within the organization or between organizations and is a key process in KM (Wei & Yeganeh, 2013). The KM process is broad; therefore, this study only focuses on KT in the financial services industry in South Africa, which will be discussed below.
Communication
In order to convey and spread knowledge throughout an organization, it is important for the organization to find ways to solve KT problems and strengthen performance through communication (Badamas, 2009). Because of the value of these communication media, it is important to find the appropriate media to support KT in the financial sector.
Financial services industry
Sorrentino (1999) argues that the financial services sector is competitive and that players in the sector have recognized that knowledge is power. Despite all the potential in the financial services industry, Sutton and Beth (2007) argue that to date the industry has insufficient (inadequate) information, inadequate products, inadequate infrastructure and inflexible regulatory environments.
Research framework
Mohsen, Ali and Jalal (2011) emphasize that KM is becoming important in the financial services industry because it facilitates the delivery of timely and effective information that is used in all the organization's processes, from planning to control, decision making and evaluation. In the process of transferring the knowledge, the knowledge must be adopted, implemented and institutionalized by both the recipients and the holders.
Chapter summary
Introduction
Research philosophy
Ontology
Epistemology
Pragmatism Either or both observable phenomena and subjective meanings can provide acceptable knowledge depending on the research question. This point of view enables the researcher to propose ways in which the organizations can transfer knowledge through the use of communication methods and systems.
Interpretive philosophy
The epistemological theory of this research deals with the gap between KT and communication strategies and systems among employees throughout the organization.
Research design
Research approach
Research strategy
Unit of analysis
Data collection
During the design of the interview guide, the researcher realized how important it is to understand the current state of the organization in terms of knowledge. The interview guide was then tested with two "friendly" interviews to make changes if necessary.
Sampling
For the purposes of this study, interviews were conducted using a semi-structured questionnaire to collect data from the interviewees (Tichapondwa, 2013) and an interview guide (Appendix A) that guides the researcher during the interview process to ensure that all aspects of the research are covered, apply for appropriate. The last part of the interview guide contains general questions aimed at identifying barriers to knowledge transfer, opportunities for improvement and preferred communication methods for knowledge transfer in the selected organization.
Data analysis
Delineation
Ethics
Chapter summary
In addition, this attitude enables the researcher to envision ways in which the organization can transfer knowledge through communication methods and systems. Data is collected and analyzed to design/propose a theory or framework, as well as recommendations on the use of communication systems, strategies, methods and/or tools for KT.
Introduction
The Case Company
The participants
A number of employees from different age groups were selected to obtain perspectives and preferences in relation to the tools that can be used for KT. This allows for a range of perspectives and experiences on KT from new and experienced employees in the chosen organisation.
Interview process
Data Analysis
Current levels of awareness and understanding of knowledge management
- Understanding of knowledge management
- The concept of knowledge management
- Knowledge as a valuable asset
- Quality and availability of knowledge
- Understanding of knowledge transfer
- The concept of knowledge transfer
Participants were asked if the concept of KM is clear to them and their departments. Participants were asked if the concept of KT is clear to them and their departments.
Organisational culture
- Current organisational culture
- Knowledge transfer a managers’ initiative or organisation-wide idea
- Changes regarding knowledge transfer support and initiatives
- Factors that facilitate knowledge transfer
- Mutual trust
- Team members’ support and collaboration
The majority of participants (80%) said that the culture in the organization is based on mutual trust between employees. Ninety-three percent (93%) of the participants confirmed that team members are supportive, cooperative and willing to share knowledge with each other.
Management support and involvement
- Management support
- Recent activities by senior management
- Senior management actively encouraging knowledge transfer
- Senior management’s participation and follow-up
P11 and P13 identified ARIS as one of the latest activities by top management to promote KT. Another 13% said senior management only partially participates and follows up on knowledge transfer initiatives.
Rewards and recognition
- Current rewards and recognition systems
- Do you feel recognised?
- Management’s recognition of value added
According to the results, 53% of the participants said that there are no reward and recognition systems for KT in the selected organization. On the other hand, 40% of the participants said that there is a partial reward and recognition system to transfer knowledge in the chosen organization.
Organisational structure
- Working relationship between employees
- Impact of organisation culture on knowledge transfer
Fourteen percent (14%) of the participants believe that the relationship between employees in the selected organization is average. You get siloism and that's one of the elements that break KM between departments.
Information technologies infrastructure
- Existing technology
- Evaluation of the existing technology
- Adequate use of existing technology
Another 13% of the participants said that existing technology partly stimulates participation in knowledge transfer (Appendix C). According to the answers of the participants, 14% thought that the existing technology is only partially used for KT.
General remarks
- Evaluation of the current knowledge transfer initiatives
- Improvement opportunities
- Hurdles in effective knowledge transfer
- Main competencies that facilitate knowledge transfer
- Factors that prevent knowledge transfer
- Preferred communication method for knowledge transfer
The participants were asked if there are possibilities to improve the current initiatives in the field of knowledge transfer. Five participants (P5, P6, P9, P11, P13) identified time as another factor preventing people from participating in the knowledge transfer process.
Chapter summary
At the end of the interview, the participants were presented with eight communication methods for KT that are currently used in the selected organization. Complementing these themes, additional questions were asked of participants in an attempt to identify opportunities for improvement, barriers and preferences in current knowledge transfer initiatives.
Introduction
Levels of awareness and understanding of knowledge management
F2 The concept of KM is not clear in the selected organization. F3 Knowledge is recognized as a valuable commodity in the organization. However, it is stated (Section 4.5.1) that there is no common understanding of KM and KT in the selected organization.
Organisational culture
In the selected organization, the culture is based on mutual trust and the employees are supportive, cooperative and willing to share knowledge with each other. The findings confirm that culture is not a challenge for KT in the selected organization as the organization has the potential to transfer knowledge efficiently and effectively.
Management involvement and support
F16 The management does not participate and follow up on knowledge transfer initiatives RSQ1: What challenges do you experience when transferring knowledge in an organisation. The management's lack of encouragement and lack of follow-up on KT is a challenge in transferring knowledge in the selected organization.
Rewards and recognition
The findings confirm that the organization does not have a reward and recognition system directed at knowledge transfer. The non-existence of a reward and recognition system aimed at the transfer of tacit knowledge is a challenge in the transfer of knowledge in the selected organization.
Organisational structure
Participants agree that a KT-oriented reward and recognition system would encourage individuals to participate in KT initiatives. According to Jahani et al. 2013), the willingness to share tacit knowledge needs internal rewards, such as a sense of belonging and shared values, a sense of achievement and success, a sense of competence, a sense of usefulness, a sense of respect and recognition, which is more appropriate for sharing tacit knowledge (Sajeva, 2014).
Information technologies infrastructure
Based on the findings, it can be concluded that organizational structure is not a challenge in the transfer of knowledge in the selected organization. However, the challenge in the chosen organization (RSQ1) is that the infrastructure is not conducive and is used insufficiently.
General remarks
Communication skills, questioning mind, technical skills and being goal oriented were identified as the competencies for KT in the selected organization. Knowledge can be transferred within the organization by addressing the obstacles and identified factors that prevent KT in the chosen organization.
Chapter summary
Lack of time, inadequate infrastructure, weak attitudes, differences in KT preferences, power, lack of structure and weak management involvement have been identified as factors hindering KT in the selected organization. Finally, factors such as competition, inadequate infrastructure, time, lack of structure and weak management involvement prevent people from participating in the KT process.
Introduction
Conclusion
Summary of research findings
The participants revealed that the culture in the selected organization is based on mutual trust. From the participants' answers (section 4.5.6) it was found that the organization does have existing technology to encourage KT.
Concluding remarks
Section 4.5.7 confirms that current knowledge transfer initiatives are not working due to lack of time, inadequate infrastructure, “bad” employee attitudes, different KT preferences and power. The participants further suggested that the organization improve training, infrastructure, communication, quality of information, and organizational strategy and structure for KT.
Recommendations
- Recommendation 1
- Recommendation 2
- Recommendation 3
- Recommendation 4
The third identified challenge is that the organization does not have a system for rewarding and recognizing KT. An organization can implement four recommendations for knowledge transfer between different stakeholders and throughout the organization.
Limitations
To encourage future employees to participate in knowledge transfer initiatives, the organization can ensure that all employees undergo adequate training on how to use the available infrastructure and that the infrastructure contains relevant information. Furthermore, the organization can look at the employees' preference and find a common preference infrastructure for KT in the organization to look after the needs of all employees.
Future studies
Second, it is not so much about the data, but about internal knowledge in the organization. So it's one of the things we need to comment on in the next divco.
