An Assessment of Knowledge Sharing and Management Practices in HEI; the Case of Dire Dawa University (DDU), Dire Dawa-Ethiopia

Abstract

The ability to manage knowledge has become increasingly more crucial in today’s world since knowledge is a vibrant force in the rapidly changing global economy and society. This has led to the emergence of a knowledge-based economy which calls for a rising emphasis on knowledge management processes and practices. In the advancement of knowledge sharing and knowledge management, universities are no exception. This is justified not only because of universities are widely regarded as teaching establishments and the main instruments of society for the constant pursuit of knowledge but also they are viewed as organizations that create new knowledge and support social communities improving teaching-learning in higher education. In Ethiopia since 1991, much focus has been given to the expansion of higher education helping the number of public universities to grow from 2 to more than 30 in a period of two decades. With such government's expansion plan, Dire Dawa University (DDU) is established in 2006 as second generation university with the view not only to realize the triple functions of higher education institutions (teaching-learning, community service and research activities), but to handle special task of reaching out different industries through research and development since it is located in the Easter Economic Corridor of the country. As well known the performance and effectiveness of any institution in general and academic higher institutions, in particular, depends on the quality of its human personnel and the way any given institution utilizes it. In this regard, knowledge management in higher educational institutions like DDU must aim at integrating the knowledge produced at all levels and using it towards the institute's goals and targets. This particular study has critically examined knowledge sharing and management practices and experiences in Dire Dawa University while analyzing the degree and level of coordination and cooperation between and among the admin and academic staffs where observation and secondary data utilized to analyze the issue. The result of the study indicates that there is deep division, hierarchical structure and rigid communication system in DDU’s human resources and Institutional setup. The dichotomy amongst the two wings and the subsequent hostile relationship between the academic and admin staffs obviously limited knowledge sharing and flow. Hence, it is recommended that building a strong organizational culture must be the top priority of the university leadership by avoiding such dichotomy amongst the workforce in the institution.