Content as a Service fostering knowledge sharing amongst universities and communities: A bibliometric review

Authors

  • Farai Sebastian Mutindindi University of Zimbabwe and University of Johannesburg
  • Kelvin Joseph Bwalya Sohar University
  • Sithembiso Khumalo University of Johannesburg

DOI:

https://doi.org/10.70759/q710a853

Keywords:

SECI, digital literacy, collaborative content development, information architecture

Abstract

Rationale of Study – This article explores how Content as a Service (CaaS) catalyses knowledge sharing across various contexts, particularly between universities and their communities.
Methodology – The study used bibliometric analysis, a quantitative methodology, to examine academic publications related to CaaS and its role in fostering knowledge sharing. A comprehensive search on the Web of Science database identified 1,044 relevant publications. The data were analysed using Bibliometrix with R programming.
Findings – CaaS is a multidisciplinary domain encompassing computer science, information science, business, and healthcare. It democratises information access and enhances economic benefits through subscription models. Notably, there has been a surge in CaaS-related publications over the past decade, especially in the USA, highlighting the need to investigate CaaS as a knowledge-sharing paradigm. However, a significant gap remains in the literature from Africa, limiting insights into how local contexts can influence knowledge sharing in higher education through CaaS.
Implications – CaaS can improve information accessibility, collaboration, discoverability, and cost-effectiveness through shared resources.
Originality – Given Zimbabwe's contextual nuance, this study is among the pioneering research investigating CaaS as a knowledge-sharing paradigm.

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Published

01-11-2024

Issue

Section

Research Articles

How to Cite

Content as a Service fostering knowledge sharing amongst universities and communities: A bibliometric review. (2024). Regional Journal of Information and Knowledge Management, 9(2), 1-21. https://doi.org/10.70759/q710a853

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