Inter-Play Of Institutional Mindset And Knowledge Management In Human Capital Development A Critique Of Ivory Tower Syndrome And Disengagement In Cameroon

Recent debates on workforce development in knowledge-producing organisations cannot undermine the effect of mindset and knowledge culture of Universities gripped by ivory tower syndrome and spirit of disengagement. While acknowledging invaluable contributions of Cameroon Universities to labor market supply the paper advances that mental dependence on ethnocentric epistemologies and delivery modes are responsible for employability crisis and knowledge deployment. The paper assesses the state of institutional mindset and knowledge management practices as determinants of human capital development within the BMD system an indigenous knowledge framework. Analysis reveals that current state of disengagement has failed to embrace homegrown training values in bridging labor demand-supply gaps. A critique of training strategies reports policy gaps that thwart politico-academic ambitions of purported change-minded Universities to indigenize a workforce that can foster creativity and innovation. It submits that the epistemological dilemma in human capital development can best be resolved through the deconstruction of prevailing mindset and ivory tower syndrome through meaningful community engagement. Discussion advocates behaviour change as capable of bridging between exogenous and homegrown knowledge packages in creating useful organizational knowledge packages in competence building. Despite threatening global values the paper proposes a demand-driven framework in churning out creative flexible and resilient human capital capable of responsive knowledge deployment in any work situation.