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Background: In a competition for scarce resources, higher education institutions in developing countries have lost to other priorities. The article examines specific barriers to innovation in the higher education context. A thorough understanding and removal of these impediments paves a way to innovation in developing countries, specifically Zimbabwe. Objectives: Firstly, the study sought to evaluate the barriers to innovation in higher education and secondly recommend strategies to improve the innovation capabilities of the institutions. Method: A survey strategy was adopted to collect data from 240 purposefully selected academics at four state universities in Zimbabwe with a 66.6% response rate. Results: The results indicate that the lack of funding for research is the biggest barrier to innovation in higher education with a 46% representation. Along the same spectrum, the lack of incentives is also another barrier with an account of 21% of the participants who participated. The organisational structure is also a pertinent barrier with 24% representation. Lastly, the organisational culture accounts 9% of the participants. Conclusion: Adequate resource allocation and funding is crucial to the success and transformation of the higher education system. Implementing policies that align with the strategic goals of the institutions is imperative to bring about innovation not only in Zimbabwe but also in other developing countries too. Contribution: Higher education institutions should provide adequate funding for research and reassess their organisational cultures and structures for them to be on the cutting edge.

The adoption of knowledge-sharing practices in higher education result in improved decision-making, improved access to information and increased collaboration. A knowledge-sharing culture enables the free exchange of knowledge amongst academics and this drives institutions towards innovation. This study examines the extent to which knowledge-sharing practices have been adopted at higher education institutions (HEIs) of developing countries. The article reports on an inquiry conducted at HEIs in Zimbabwe to determine the knowledge-sharing practices in place. A survey was used to collect quantitative data from 240 purposefully selected academics at the HEIs. The data were analysed using descriptive statistics. This study established that HEIs have not fully implemented the knowledge-sharing practices. Empirical evidence confirms that attendance of conferences is important for knowledge sharing where 43% of the participants approved the proposition. Coaching and mentoring improve academic skills such that 21.7% of the participants approved the premise. Subscribing to international journals increases the visibility of scientific research work and only 18.3% of the participants confirmed that their institutions subscribe to internationally recognised journals. Surprisingly, 60% of the participants confirmed that their institutions do not offer knowledge-sharing workshops. Unremarkably, 23.3% of the participants confirmed that their institutions do not have a knowledge-sharing culture. Transdisciplinarity Contribution: Higher education institutions have not fully exploited the knowledge-sharing practices that could make them more innovative. The institutions are still at the trial stage of adopting knowledge-sharing practices. This study therefore recommends the creation of communities of practice (COPs) specifically for knowledge sharing.

Background: Knowledge-sharing culture permits knowledge reuse, exchange of knowledge, experiences and insights in an institution to achieve strategic goals. Knowledge-sharing requires motivation through rewards and recognition to improve employee engagement. The article provides an analysis of factors to promote a knowledge-sharing culture change. Objectives: The two objectives were designed to examine the factors that promote knowledge-sharing culture change and to recommend strategies that encourage knowledge- sharing. Method: An online questionnaire was used to gather quantitative data from a higher education institution in Zimbabwe: a developing country on the African continent. Results: The results established that rewards, recognition, promotion and bonuses are significant factors in promoting a knowledge-sharing culture change. It emerged that 53.3% of the participants approved that knowledge- sharing is dependent on the disposition of the individual whilst the other 46.7% of the participants were either indecisive or disagreed with the proposition. Rewards are important to the extent that 91.7% of the participants approved the proposition. It was also confirmed by 95% of the participants that recognition adds value to an institution. Moreover, 80% of the participants submitted that recognition contributes to employee retention and engagement. Fascinatingly, 88.3% of the participants settled on the proposition that recognition allows access to top talent and 68.3% concurred that promotion encourages loyalty. Conclusion: Rewards, recognition, promotion and bonuses are important factors that encourage a knowledge-sharing culture. Rewards strengthen employee value proposition whilst recognition allows access to top talent. Promotion inspires employees whilst bonuses are perceived as signalling employee appreciation, which stimulates a knowledge-sharing culture.

Background: Knowledge transfer is very important in knowledge-intensive organisations in both developed and developing countries. A knowledge-intensive organisation is an organisation whose operations depend on specialised knowledge. Knowledge-intensive organisations lose intellectual property when experienced employees retire from their jobs. To avoid knowledge loss, skills and expertise should be transferred from experts to non-experts on time. Knowledge transfer tools allow sharing of tacit knowledge between and amongst staff members. The study provides an analysis and review of the most effective knowledge transfer tools in knowledge-intensive organisations because an organisation’s success is based on its ability to transfer knowledge. Objectives: The study had two main objectives: to identify and review knowledge transfer tools used in knowledge-intensive organisations and to recommend the best knowledge transfer tool that can be used in organisations for the purpose of enhanced competitive advantage. Method: A well-structured questionnaire was used to collect quantitative data from the research participants in knowledge-intensive organisations in Namibia. Results: The results indicate that the most effective knowledge transfer tool in knowledge-intensive organisations is a community of practice; 40% of the participants considered the tool effective, and 27% considered it to be very effective. This was followed by the mentoring tool, which was ranked 54% effective and 11% very effective by the participants because it exposes mentees to new ideas and new ways of thinking. Storytelling was ranked 28% effective and 17% very effective because it is a natural learning process. Succession plans were ranked 21% effective and 12% very effective because having succession plans in place on time is essential for organisational success. Coaching and knowledge repositories were ranked below 20% on knowledge transfer effectiveness. From the findings, we conclude that the most effective tool for knowledge transfer in knowledge-intensive organisations is communities of practice (CoP) followed by mentoring, storytelling, succession plans, coaching and finally knowledge repositories. Conclusion: The most effective knowledge transfer tool in knowledge-intensive organisations is Communities of Practice, followed by mentoring, storytelling, succession plans and lastly coaching. Communities of Practice are important for knowledge transfer in that they encourage and promote teamwork through discussions and knowledge sharing amongst employees. The study therefore recommends the creation of such Communities of Practice in knowledge-intensive organisations for effective knowledge transfer and sharing.

Background: Knowledge management aims to improve organisational performance and it marks the beginning of organisational transformation. Most knowledge-intensive organisations engage and practise knowledge management without a full understanding of its benefits. A knowledge-intensive organisation is an organisation whose services and operations are heavily reliant on professional knowledge. The study, therefore, provides a solid understanding of knowledge management benefits, processes, infrastructure and barriers in knowledge-intensive organisations. Objectives: To understand knowledge management, its benefits, processes, infrastructure and barriers in knowledge-intensive organisations. The research objectives extend our understanding of knowledge management in organisations, identify and describe knowledge management benefits. Identification of the most important knowledge management process and associated infrastructure are among other objectives. Method: A survey was used to solve the problem. A structured questionnaire was used to collect quantitative data from 112 participants from knowledge-intensive firms in Namibia. The quantitative data were analysed using Microsoft Excel 2013 spreadsheet package. Results: The study has revealed that the prime benefit of knowledge management in knowledge-intensive organisations is to allow improved knowledge flow, thereby enhancing the capability of the organisation to manage change with more than 50% representation of the participants. In addition to that, the study also found that knowledge sharing is the most important knowledge management process, among other processes such as knowledge creation, knowledge capture and knowledge reuse. All the participants (100%) concurred that a flat organisational structure supports knowledge sharing. The research findings have further discovered that the biggest barrier to effective knowledge management is the lack of budget to support knowledge management efforts. This was represented by 67.9% of the participants. Lack of executive support and lack of time were also among the great barriers with 57.1% and 52.7%, respectively. Conclusion: Knowledge management allows improved knowledge flow in knowledge-intensive organisations. We can, therefore, conclude that the participants believed that knowledge sharing is more important than creation, capturing, transferring and reuse. It is, therefore, important to underscore that knowledge sharing should be taken as a priority if organisations are to remain competitive. Research results have also revealed that a flat organisational structure is the best for knowledge sharing. For improved organisational performance, knowledge management barriers must be removed with the assistance of management.