Framework for Tacit Knowledge Loss Mitigation in South African Public Sector Enterprises

Malefetjane Phineas Phaladi ()
Additional contact information
Malefetjane Phineas Phaladi: Department of Information Systems, Durban University of Technology, Durban 4001, South Africa

Administrative Sciences, 2025, vol. 15, issue 6, 1-32

Abstract: In order to mitigate the risks of losing key personnel and their innate tacit knowledge resources, this paper explored a framework for reducing knowledge loss in South African public sector enterprises (PSEs) through the integration of knowledge management (KM) and human resource management (HRM) strategies. The study used a quantitative research design, administering survey questionnaires to 585 randomly selected employees in three South African PSEs. The survey yielded a 25% response rate and was analysed using Statistical Analysis Software, resulting in a Cronbach alpha of 0.94. The findings of the exploratory factor analysis showed that a framework for reducing knowledge loss can be developed by integrating HRM practices and focusing on seven factors: knowledge loss recognition, knowledge management practices, human resource training, organisational culture, recruitment practices, employee retention, and organisational barriers. Three important components constitute the developed framework for knowledge loss minimization. Tacit knowledge loss was recognised as a critical strategic issue based on the results of the chi-square test for independence and logistic regression. This realisation, along with control and intervention variables, created the three main components of the framework. This paper explored the Knowledge Loss Reduction framework, focusing on South African PSEs as a case, to help organisations address the complex tacit knowledge loss prevalent in public and commercial firms worldwide. It contributes to the knowledge-based view, focusing on knowledge-absorptive and -retentive capacities and praxis in knowledge (risk) management and human resource management.

Keywords: tacit knowledge loss; knowledge loss reduction framework; human resource management practices; knowledge management; knowledge risk management; organisational culture; organisational barriers; state-owned enterprises; South Africa (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2025
References: Add references at CitEc
Citations:

Downloads: (external link)
https://www.mdpi.com/2076-3387/15/6/218/pdf (application/pdf)
https://www.mdpi.com/2076-3387/15/6/218/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jadmsc:v:15:y:2025:i:6:p:218-:d:1671563

Access Statistics for this article

Administrative Sciences is currently edited by Ms. Nancy Ma

More articles in Administrative Sciences from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().