Assessment of the Status of Knowledge Sharing Practices, Barriers and Opportunities in Jimma City Administration, Ethiopia

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.