Developing a knowledge management strategy for a South African civil society organisation : a case study

Abstract

This study aims to analyse the KM practices at the civil society organisation (CSO) Afriforum and make recommendations to devise a knowledge management strategy (KMS). CSOs are multiplying in South Africa and around the globe and fulfilling many varied functions, such as holding governments accountable and providing vital services to the public. Unlike manufacturing firms, these organisations’ biggest assets are their employees and the knowledge they possess. From a qualitative point of view, their monetary and human resources are typically much less advanced and comprehensive than those of the private and public sectors, which rely on profit and taxes, respectively, to operate. Therefore, the civil society sector must take cost-effective and innovative steps to bolster its intellectual capital (IC) in innovative ways to fulfil its core functions better and attract donors. One way of doing is this is by applying knowledge management (KM) techniques. This study is qualitative. 15 semi-structured interviews (in person and via online tools such as Microsoft Teams) were conducted with full-time personnel at AfriForum. The data were analysed using thematic analysis. Although the organisation possesses and executes certain KM practices, it is not yet a fully-fledged KMS and could only be considered a rudimentary form of KM.