Mitigating the Challenges of Innovation in the South African Public Sector with Knowledge Management

Abstract

This study investigates the use of knowledge management (KM) to surmount innovation obstacles in South African municipalities. Despite growing pressures for improved service delivery, innovation in the public sector remains constrained by bureaucratic rigidity, siloed structures, limited capacity, and fragmented knowledge practices. Using qualitative data from senior municipal officials, the study reveals a misalignment between strategic innovation goals and operational realities. The findings highlight weak knowledge flows, poor leadership support, and the absence of formal KM (Knowledge Management) systems. In response, the study suggests a Municipal Knowledge Management Maturity Model for Innovation, which shows five levels of progress across seven KM dimensions. This model provides a diagnostic tool and roadmap for embedding knowledge-driven innovation. The study positions KM not merely as a technical function but as a strategic enabler of learning, experimentation, and systemic change. Strengthening KM capabilities is essential for municipalities seeking to institutionalise innovation and respond effectively to complex developmental challenges.