Effect of Organizational Culture on Knowledge Sharing and Retention among Public Sector Employees in South Africa

Lungelo Mthunzi ()

African Journal of Information and Knowledge Management, 2024, vol. 3, issue 2, 1 - 10

Abstract: Purpose: The aim of the study was to analyze the effect of organizational culture on knowledge sharing and retention among public sector employees in South Africa Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The study revealed that a positive organizational culture promotes knowledge sharing and retention among public sector employees in South Africa, fostering trust and collaboration. Conversely, a lack of transparency and communication hinders knowledge sharing efforts, leading to employee turnover and knowledge loss. Unique Contribution to Theory, Practice and Policy: Social exchange theory, organizational learning theory & cultural dimensions' theory may be used to anchor future studies on analyze the effect of organizational culture on knowledge sharing and retention among public sector employees in South Africa. Develop tailored training programs and workshops for public sector employees to enhance their awareness and understanding of the organizational culture's impact on knowledge sharing and retention. Integrate knowledge management principles into organizational policies and procedures to institutionalize a culture of knowledge sharing and retention within public sector entities.

Keywords: Organizational Culture; Knowledge Sharing; Retention; Public Sector Employees (search for similar items in EconPapers)
Date: 2024
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