Knowledge Based Management and Innovation: Key Strategic Tools to Unlock Inefficiency and Ineffectiveness in Vehicle Inspectorate Department (VID) - Zimbabwe

Abstract

The aim of the research was to evaluate knowledge based management and innovation as key strategic tools to unlock inefficiency and ineffectiveness so as to improve business performance at the Vehicle Inspectorate Department, Zimbabwe. It is widely viewed that knowledge is the only non-replicable resource that still remains unique given that competition can imitate marketing campaigns, pricing and market share.   In this context, understanding the strategic role of knowledge-based management at Vehicle Inspectorate Department (VID) will assist shareholder and stakeholders in establishing its usefulness as a strategic tool for leveraging on competitive advantage in order to improve the bottom line.The reviewed literature provided the platform for identification and analysis into best practices of knowledge management so as to develop a conceptual framework to guide the research. A positivism philosophy approach was adopted so as to answer research questions by unpacking casual relationships between the key variables under study, that is, knowledge management, innovation and business performance. The deductive approach adopted for this research enabled the relationship of these variables to be tested in order to provide factual generalisations to the study. A triangulation of both quantitative and qualitative data collection tools enriched the complementation of results. Findings from the questionnaires administered to customers, policy implementers and users and semi-structured interviews to policy formulators revealed challenges in meeting strategic objectives particularly increasing customer base and revenue given the absence of innovative strategies. The challenges are attributed to resources constraints given that funding by the fiscus is only sufficient to cater for operational costs. The knowledge management strategies can be espoused through employees but there is a challenge of a restrictive knowledge sharing culture that inhibits knowledge creation therefore this has seen knowledge inherent in silos. A correlation co-efficient result of 0.921 suggested a positive relationship between knowledge management and business performance which spells out the potential towards the organisations' growth. However, the absence of a knowledge management strategy makes this a challenge to harness.  As a result of the above findings, the researcher recommends the implementation of a knowledge management strategy to espouse innovation complimented by an appropriate electronic knowledge management system to capture and retain knowledge. Knowledge processes of knowledge sharing, creation and retention need to be formulated in policy documents that will be adopted into the mainstream of the business. In conclusion, the integration of the knowledge processes to the organisational strategy will facilitate an endorsement of these knowledge processes as significant towards meeting strategic objectives and growth of the organisation.