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South African Journal of Information Management

On-line version ISSN 1560-683X
Print version ISSN 2078-1865

Abstract

MAZORODZE, Alfred H.  and  MKHIZE, Peter. Exploring barriers to innovation in higher education: An empirical investigation in Zimbabwe. SAJIM (Online) [online]. 2024, vol.26, n.1, pp.1-6. ISSN 1560-683X.  http://dx.doi.org/10.4102/sajim.v26i1.1644.

BACKGROUND: In a competition for scarce resources, higher education institutions in developing countries have lost to other priorities. The article examines specific barriers to innovation in the higher education context. A thorough understanding and removal of these impediments paves a way to innovation in developing countries, specifically Zimbabwe OBJECTIVES: Firstly, the study sought to evaluate the barriers to innovation in higher education and secondly recommend strategies to improve the innovation capabilities of the institutions METHOD: A survey strategy was adopted to collect data from 240 purposefully selected academics at four state universities in Zimbabwe with a 66.6% response rate RESULTS: The results indicate that the lack of funding for research is the biggest barrier to innovation in higher education with a 46% representation. Along the same spectrum, the lack of incentives is also another barrier with an account of 21% of the participants who participated. The organisational structure is also a pertinent barrier with 24% representation. Lastly, the organisational culture accounts 9% of the participants CONCLUSION: Adequate resource allocation and funding is crucial to the success and transformation of the higher education system. Implementing policies that align with the strategic goals of the institutions is imperative to bring about innovation not only in Zimbabwe but also in other developing countries too CONTRIBUTION: Higher education institutions should provide adequate funding for research and reassess their organisational cultures and structures for them to be on the cutting edge

Keywords : innovation; higher education; organisational structure; organisational culture; resistance to change; communities of practice; knowledge management.

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