The book examines how directors in Ghana share tacit knowledge and experiences on the board. The rationale is that there is the tendency for boards In Ghana to lose tacit knowledge, experiences, skills and particularly up to date knowledge required to inform their decision making due to lack of practical knowledge management system for directors’ capacity development. The focus is to examine how the Institute of Directors Ghana (IODG) can manage knowledge with the view to tackling challenges leading to losing tacit knowledge, experiences, and skills of boards in Ghana.
The objective is to influence boards of organizations in Ghana to recognize and initiate knowledge management practices, as well as adopt policies that support the application of practical knowledge management systems and interpersonal networks for directors’ capacity development in Ghana.
The results revealed the existence of records of minutes of meetings indicating a latent existence of knowledge management system within organizations but not formalized as a knowledge management system. Also, significantly missing was technology for knowledge transformation.
The book recommends knowledge management systems backed by technology for acquiring and sharing directors’ knowledge for successful knowledge transformation.