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Indigenous knowledge management practices in indigenous organizations in South Africa and Tanzania

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dc.creator Lwoga, Edda Tandi
dc.creator Ngulube, Patrick
dc.creator Stilwell, Christine
dc.date 2019-06-20T08:32:51Z
dc.date 2019-06-20T08:32:51Z
dc.date 2017
dc.date.accessioned 2021-05-05T13:34:58Z
dc.date.available 2021-05-05T13:34:58Z
dc.identifier http://dspace.cbe.ac.tz:8080/xmlui/handle/123456789/228
dc.identifier.uri http://hdl.handle.net/123456789/74380
dc.description Traditional communities have a highly developed knowledge system. They struggle, however, to lobby for critical issues as this knowledge is not documented. The chapter addresses this problem by seeking a suitable knowledge creation model for South African and Tanzanian indigenous organizations. It draws on fieldwork and reviews the literature and organizational websites. It applies Myer's seven C's model (2014) to determine how knowledge management may assist organizations in addressing challenges effectively. The findings demonstrate that Myers's model (2014) has been successful in part in explaining the knowledge management practices of indigenous organizations in these two countries. It is also difficult for indigenous organizations to motivate people to share knowledge because indigenous knowledge is individualized and used as a source of power, status and income in the communities. It is …
dc.format application/pdf
dc.language en
dc.publisher College of Business Education
dc.subject Research on Social, Cultural, and Educational Considerations of Indigenous Knowledge in Developing Countries
dc.title Indigenous knowledge management practices in indigenous organizations in South Africa and Tanzania
dc.type Article


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