| Summary: | Thesis (MPhil (Information Science))--University of Stellenbosch, 2011. === ENGLISH ABSTRACT: This thesis focuses on the problem of knowledge retention and transfer in the face of the
imminent retirement of experts, who are hard to replace for demographic or skill shortage
reasons.
Distinctions between technical, social and structural knowledge are made, and the theory on
what makes knowledge “sticky” for transfer between generations of workers is reviewed.
Thereafter, a case study of the knowledge retention situation at a public water utility is
presented. In this regard, a large number of technical experts are due to retire within the next
five years. Knowledge audit interviews were conducted with fifteen experts that have been
with the organisation for most of their career and are due to retire soon. They were asked
about what they considered to be their ‘hard to replace’ knowledge and professional
networks, to what extent this could be captured or transferred, and what they considered to be
the difficulties in terms of retaining this knowledge and these networks after their retirement.
It was found that the motivation of experts to contribute to knowledge transfer and retention
was low. This had to do with the perception that more junior members of the organisation are
in any case likely to leave and with an organisational culture that was not supportive of
knowledge transfer and retention activities. Moreover, a lack of knowledge leadership and
formal knowledge management systems hindered knowledge transfer and retention practices.
This study concludes that as far as the case in question is concerned, there is a need for a
formal knowledge management system and strategy, and that top management commitment is
critical for the success of knowledge transfer and retention. With regard to the theory of the
stickiness of knowledge, the case study highlighted the importance of organisational culture
and trust when it comes to the motivation of retiring experts to transfer their knowledge. It
also emphasised that a silo-type organisational structure limits absorptive capacity, and that
the social knowledge of professional networks, rather than technical knowledge, are the most
difficult to retain. === AFRIKAANSE OPSOMMING: Die tesis fokus op die problem van kennisbehoud en –oordrag teen die agtergrond van
diensverlatende spesialiste wat moeilik vervangbaar is vanweë redes van demografie of
vaardigheidtekort.
Onderskeidinge word getref tussen tegniese, sosiale en strukturele kennis en ʼn oorsig word
gegee van die teorie oor “klewende kennis” in die oordrag van kennis tussen generasies van
werkers. Daarna word ʼ n gevallestudie van die kennisbehoudsituasie in ʼ n publieke
waterverskaffer ondersoek. In hierdie geval sal ʼn groot getal tegniese spesialiste binne die
volgende vyf jaar die organisasie se diens verlaat. ʼ n Kennis-oudit is met behulp van
onderhoude met vyftien sulke spesialiste, wat die grootste deel van hulle loopbane by die
onderneming werksaam was, onderneem. Hulle is uitgevra oor wat hulle sien as die kennis
wat met hulle diensverlating vir die organisasie verlore sou gaan en omtrent die professionele
netwerke wat hulle onderhou. Hulle is gevra tot watter mate hierdie twee kategorieë van
kennis oordraagbaar is om so vir die organisasie behou te kan word en wat hulle reken die
probleme is wat in die pad van kennisbehoud na hulle aftrede staan.
Daar is bevind dat die spesialiste se motivering om by te dra tot kennisbehoud en –oordrag
laag was. Dit het te make met die siening dat die jonger lede van die organisasie in elk geval
die organisasie sou verlaat en met ʼn organisasie-kultuur wat nie kennisbehoud en –oordrag
ondersteun nie. Verder is dit toe te skryf aan ʼn gebrek aan kennisleierskap en formele
kennisbestuursisteme.
Die gevolgtrekking word gemaak dat sover dit die gevallestudie aangaan, ʼn formele
kennisbestuurstelsel en –strategie krities is vir die sukses van kennisbehoud en –oordrag. Met
betrekking tot die teorie oor klewende kennis het die gevallestudie die belang van organisasie
kultuur en vertroue wanneer dit kom by die motivering van spesialiste om hulle kennis te deel
belig. Dit het ook beklemtoon dat ʼn silo-gebaseerde organisasie kultuur die kennis absorpsie
vermoë verlaag en dat die sosiale kennis van professionele netwerke moeiliker is as tegniese
kennis om te behou.
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