This doctoral study by The DaVinci Institute’s alumnus, Gabapelo Emmanuel Phillip, investigated how Knowledge Management (KM) can be leveraged to enhance competitive advantage among selected Mobile Network Operators (MNOs) in Botswana, particularly in the context of the Fourth Industrial Revolution (4IR). The research responded to a critical gap: despite rapid digital transformation and the strategic importance of knowledge in telecommunications, KM practices in Botswana’s MNOs remain fragmented, ad hoc, and poorly aligned with 4IR capabilities.
Knowledge-Intensive and Technology-Driven Environment
The study is grounded in the reality that the telecommunications sector is knowledge‑intensive, data‑rich, and increasingly complex due to technologies such as artificial intelligence, big data analytics, cloud computing, and the Internet of Things. While these technologies offer immense opportunities, the research finds that Botswana’s MNOs have not fully translated them into structured KM practices that support learning, decision‑making, and sustained competitiveness.
Research Methodology
Using a qualitative, interpretivist research approach, the study collected data through semi‑structured interviews with employees from selected MNOs (notably BTCL and Mascom Wireless). The findings reveal that although elements of KM exist, such as information systems, training initiatives, and digital tools, these are often implemented in silos, without a coherent framework or governance structure. As a result, critical organisational knowledge is inconsistently captured, poorly shared, and at risk of being lost through employee turnover.
Theoretical Foundations
The research draws on and synthesises three key theoretical perspectives:
- The Knowledge‑Based View (KBV) of the firm
- Systems Theory
- The Knowledge Management Success Model
Development of the 4IR‑Aligned KM Framework
Through this synthesis, the study develops a 4IR‑aligned conceptual Knowledge Management framework tailored to the Botswana telecommunications context. The framework emphasises nine interrelated determinants of KM success, including:
- digital technology enablement,
- people‑centred KM practices,
- process alignment,
- KM system and content quality,
- leadership commitment,
- knowledge‑friendly organisational culture,
- governance and policy structures,
- integration with business strategy, and
- the application of systems thinking to manage organisational complexity.
Central Argument of the Study
A central argument of the study is that KM cannot succeed as a purely technological initiative. Instead, effective KM requires the integration of technology, people, processes, and culture, supported by leadership and aligned with organisational strategy. The study further contends that systems thinking is essential for navigating the complexity introduced by the 4IR, as it enables organisations to understand interdependence, knowledge flows, and feedback loops across the enterprise.
Contributions of the Research
Theoretical Contributions
Integration of KM, 4IR, and systems thinking into a unified conceptual framework.
Methodological Contributions
Provision of a structured, context‑sensitive approach to KM deployment in developing economies.
Practical Contributions
Actionable guidance for MNOs, policymakers, and practitioners to improve KM maturity, operational efficiency, and innovation capacity.
Societal and Policy‑Related Contributions
Support for Botswana’s national digital transformation goals under Vision 2036 and related development plans.
Conclusion
In conclusion, the study finds that without a coordinated and 4IR‑aligned KM framework, Botswana’s MNOs risk underutilising their most critical strategic asset, knowledge. The proposed framework provides a blueprint for transforming KM from a fragmented support activity into a core driver of competitive advantage, organisational learning, and long‑term sustainability in the telecommunications sector.
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