Abstract:
Knowledge is a critical organizational resource in public administrations. In order to function
effectively and satisfy the citizens‟ ever increasing demand for better services and products,
governments should strengthen institutional capacity by making use of available knowledge and
striving to create new knowledge to provide efficient services, make fair decision and for solving
societal problems at large. Knowledge sharing, which is one of the most important processes of
knowledge management is a central feature of the functioning of government. In the absence of
effective knowledge sharing, government organizations may fail to integrate critical knowledge,
skills, experiences and abilities of employees to accomplish their mission and vision. Therefore,
the main aim of this study was to assess the current knowledge sharing practices, barriers and
opportunities of Jimma City Administration, Ethiopia in light of organizational contexts such as
organizational culture, organizational structure and ICT infrastructure and use. To this end, the
study employed cross-sectional survey design. The necessary data were collected using
questionnaire from randomly selected 104 middle managers from the city administration and
analyzed using descriptive statistics with SPSS 20. In addition, data from interviews of key
informants, direct observation and documentary sources were analyzed qualitatively so as to
supplement the information drawn from questionnaire data. The findings of data analysis
showed that currently the practice of knowledge sharing in the City Administration is mainly
through employees interaction and staff meetings , the organizational culture is not conducive
for knowledge sharing, inadequate IT availability and use. The major barriers identified include
low awareness, recognition& value for knowledge as a key resource, poor information
management, inadequate clarity, communication & internalization of organizational vision and
mission andlack of transparent promotion, recognition& incentive systems. The opportunities
identified that can possibly serve as fertile ground for knowledge sharing include the presence of
better qualified personnel, the various civil service reform tools under implementation and flat
formal structure with small unit. Finally, among the recommendations were to design and adopt
comprehensive KS policy & strategy that incorporate a wide range of knowledge sharing
practices, linking knowledge to organizational vision & objectives, training and establishing
knowledge management posts and designating personnel in charge of them.
