Knowledge management approaches in managing agricultural indigenous and exogenous knowledge in Tanzania

Abstract

PurposeThe purpose of this study is to assess the application of knowledge management (KM) models in managing and integrating indigenous and exogenous knowledge for improved farming activities in Tanzania, by examining the management of indigenous knowledge (IK), access and use of exogenous knowledge, the relevance of policies, legal framework, information and communication technologies (ICTs), and culture in KM practices in the communities.Design/methodology/approachSemi‐structured interviews were used to collect qualitative and quantitative data from 181 farmers in six districts of Tanzania. Four IK policy makers were also interviewed.FindingsThe study demonstrated that western‐based KM models should be applied cautiously in a developing world context. Both indigenous and exogenous knowledge was acquired and shared in different contexts. IK was shared within a local, small and spontaneous network, while exogenous knowledge was shared in a wide context, where formal sources of knowledge focused on disseminating exogenous knowledge more than IK. Policies, legal framework, ICTs and culture determined access to knowledge in the communities. The study thus developed a KM model that would be applicable in the social context of developing countries.Research limitations/implicationsThe study necessitates testing the developed model against existing KM models, in a specific context such as local communities of the developing world, to determine whether it is better at explaining the link between KM principles and KM processes.Originality/valueThe proposed KM model provides a deep understanding of the management and integration of agricultural indigenous and exogenous knowledge in the rural areas of developing countries. Previous KM models were developed in the context of an organizational environment, and thus failed to address the needs of rural communities. The proposed model thus advances the theory of KM in developing countries, and provides linkages between KM processes and KM principles.