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In the knowledge economy, organisations are shifting their investment focus to intellectual capital in order to sustain a competitive advantage in the global marketplace. Organisational survival is increasingly dependent on the organisation's ability to create and distribute knowledge that contributes to the improvement of performance. The purpose of this article is to evaluate individual knowledge-acquisition and sharing practices in the South African public sector. I applied the techniques ofdoi:10.4102/sajim.v17i1.620 fatcat:de3m3mpmbjdebkzvnnazkzyaoi