Abstract:
Countries no longer contest solely on monetary capital and strength for survival, sustainable growth, development and advancement, but rather on creation, accumulation and strategic use of cutting-edge knowledge. A winning knowledge management (KM) programme makes innovations feasible, enables better and faster decisions, and increases staff productivity, product and service quality and deliverable consistency by capitalising on intellectual and knowledge-based assets, thereby enhancing organisational performance. Eager to reap the benefits of KM, many organisations leap into a knowledge management solution; however, implementation of KM can be a challenge. The challenges emanate from failure to effectively incorporate and manage the crucial elements that determine the successful implementation of KM as an organisational tool that engages people, strategy, corporate culture and information technology.
This interpretive case study focuses on Zimbabwe’s electricity supply industry, which is on the verge of losing knowledge from its experienced employees owing to employee retirement and employee mobility. The Zimbabwe Electricity Transmission and Distribution Company (ZETDC), a state-owned company, is accountable for transmitting electricity from power stations, distributing it and retailing it to end users. The recent revival of the economy in Zimbabwe has increased demand and there is much pressure on the power generation capacity of ZETDC to meet demand from the industry and private households. This pressure affects the ZETDC’s operating model and therefore, organisational tools such as KM must be applied to manage its impact.
Secondary data was collected through a review of the relevant literature and questionnaires and semi-structured interviews in ZETDC. Data collected was analysed and the themes that emerged were reported on. The study found that the ZETDC might suffer knowledge drain because of lack of an adequate system and procedures to manage its knowledge assets. Therefore, a proper KM system and strategy are required to ensure that both tacit knowledge and explicit knowledge are effectively passed on to the remaining and future employees. Furthermore, the electricity supply industry must integrate, build and remodel its internal and external capabilities through KM activities to improve application of KM as an organisational tool for enhancing performance in the fast-changing environment in which it operates.
