Exploring Knowledge Creation and Absorption in Higher Education Partnerships

This paper focuses on investigating the role of Knowledge Management (KM) in the development of UK HE partnerships. Even though KM is an extensive area and involves numerous activities that take place in managing the knowledge, this paper aims to explore aspects of knowledge creation and knowledge absorption in the UK Higher Education Partnerships. Therefore the ontology of this research study embraces a subjective approach which establishes the grounds for an interpretivistic epistemology. The author explores the phenomena of knowledge creation and knowledge absorption through an expert panel methodology. The panel was composed of eight individuals with an extensive amount of experience in initiating, developing and managing UK HE partnerships at operational and executive levels. The demographic details of the panellists are presented in the Research Methodology section. Applying an expert panel methodology allowed the author to use elicitation techniques and gather experiential knowledge. The author was able to establish an understanding of how HE staff can create new knowledge and what HE institutions could do to absorb and improve institutional absorption capacities. Findings suggest that clashes or conflicts amongst staff can have a positive impact in generating new knowledge if they are not related to clarity in instructions, accountability and expectations but focus on strategic vision, managerial philosophies, principles and ways of "doing things”. Additionally, this research highlights that HE institutions absorb knowledge, although not consistently or at the best of their capacities. Absorption of knowledge supports the partnership maturity when working collaboratively while allowing institutions to enhance their competitiveness.