Conference Proceedings - Institutionalising knowledge sharing in an organisation (original) (raw)

The aim of this article is to explore the social determinants for the institutionalisation of knowledge sharing within an organisation. The article uses the concept of duality of structure of Giddens’ Structuration Theory as a theoretical lens. The reason for the focus on institutionalisation is because of its stabilising benefits and contribution to nurturing a culture of knowledge sharing. Systematic sharing of knowledge cannot take place unless there are procedures, policies and guidelines for knowledge sharing. The research, engaging an interpretive case study, reported on the major findings from the qualitative study with manager, professional, technician and intern staff members working within the development information and geographic information system department of a selected municipality in the Western Cape, South Africa. The perception is that organisational structure, policies and processes, corporate governance as well as technology have been identified as major enablers for the institutionalisation of knowledge sharing in an organisation. Management support and organisational culture were also recognised as social factors for knowledge sharing institutionalisation. New strategies for reinforcing efforts to nurture and invigorate the institutionalisation of knowledge sharing within an organisation were generated and presented as a general framework.