Browsing by Author "Mubuyaeta, Mitchel M."

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    Knowledge management practices: A case study of the Ministry of Gender equality and Child Walfare (MGECW), Namibia
    (University of Namibia, 2016) Mubuyaeta, Mitchel M.
    This study, titled “A Study of Knowledge Management Practices: A Case Study of the Ministry of Gender Equality and Child Welfare (MGECW), Namibia”, offered a unique organisational environment in which organisational KM practices were explored. The study focused on exploring organisational Knowledge Management (KM) in the MGECW through an investigation of KM practices. The case study used a mixed method approach through a concurrent triangulation strategy/design. The qualitative approach was used in interviewing senior managers. This approach offered an in-depth understanding on organisational KM in Namibia. The quantitative approach used questionnaires; which were administered to middle management and looked at the key dimensions of organisational KM practices in the MGECW. The organisation and qualitative respondents were selected using purposive sampling methods. However, quantitative respondents were selected using simple random sampling using the current employee register for a sampling frame. Quantitative data were analysed using Statistical Package for Social Sciences (SPSS) 22.0 to generate descriptive statistics. Qualitative data were analysed manually using content analysis. The study revealed that OK in the MGECW hinges on tacit/implicit OK and explicit OK and respondents had a comprehensive understanding of OK and KM. However, the management of OK was found to be informally practiced without KM structures in place. It was found that there were no structural procedures to encourage employees to share their OK. Organisational KD and KT practices showed a strong preference for the use of fax machines, telephones and face-to-face meetings as forms of dispensing and transferring organisational knowledge in the Ministry. Some barriers of organisational KM in the MGECW included lack of skills in ICT and technical ICT support; poor infrastructure; lack of motivation and reward system; negative attitude of employees towards organisational KM practices; poor record management; lack of time; and lack of funds for training and equipment. The researcher proposes a framework to improve and implement formal organisational KM practices in the MGECW.
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    Organisational knowledge management: A case study of the Ministry of Gender Equality and Child Welfare (MGECW) in Namibia
    (University of Namibia, 2017) Nengomasha, Cathrine T.; Mubuyaeta, Mitchel M.; Beukes-Amiss, Catherine M.
    This paper reports on a study carried out on organisational knowledge management (KM) practices in the Ministry of Gender Equality and Child Welfare (MGECW) in Namibia. The objectives of the study were: to explore knowledge sharing (KS), knowledge acquisition (KA), knowledge capture (KC), knowledge dissemination (KD), and knowledge transfer (KT) at MGECW; to determine barriers and enablers to organisational KM; to examine the work culture and attitudes of personnel which affect organisational KM and its practices; and to investigate how management supports organisational KM practices. The case study used a mixed methods approach. Two instruments were used to collect data, namely semi-structures interviews and questionnaires. The results reveal that organisational knowledge (OK) in the MGECW hinges on tacit and explicit OK and respondents had a comprehensive understanding of OK and KM, however, the management of OK was found to be informally practiced without KM structures in place and no structural procedures to encourage employees to share their OK. Organisational KD and KT practices showed a strong preference for the use of fax machines, telephones and face-to-face meetings as forms of dispensing and transferring OK. Same enablers of organisational KM in the MGECW included positive leadership (senior management), technology (im-proved ICT infrastructure), organisational culture, employee commitment and involvement, trust, social networking and teamwork. The study found lack of skills and technical support in ICT; poor ICT infrastructure; lack of motivation and reward systems; negative attitude of employees towards organisational KM practices; poor record management; lack of time and funds for training and equipment as barriers of organisational KM.