Knowledge sharing tools for a banking institution
- Authors: Shezi, Guyborn Njabulo
- Date: 2016
- Subjects: Knowledge management , Information services , Banks and banking
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237854 , uj:24378
- Description: M.Com. (Business Management) , Abstract: Banking institutions operate in a sector driven by knowledge as an essential commodity for attaining and retaining a competitive advantage in a highly competitive knowledge economy. This economy is characterised by constant disruptions. Knowledge creation and sharing are essential activities that share a dichotomous relationship needed in shaping the competitive edge of modern banking institutions. Modern business is often characterised by organisational restructurings that bring about a plethora of positive and negative consequences to operations, people and knowledge flow in an organisation. Managing the sharing of knowledge through employing relevant, useful knowledge sharing tools during periods of major restructuring and post restructuring poses a challenge to management. Management may not always have high levels of awareness of the importance of ensuring that knowledge sharing survives major organisational restructuring. Management has to ensure that knowledge sharing continues to play its pivotal role in accelerating the company’s journey of recovery from chaos and moving towards normality and high business performance. The journey of one company, a banking institution, was the focus of this study. A case study was done on the use of knowledge sharing tools in helping a banking institution thrive under different business conditions viz. a period of major restructure and a period that follows a major restructure. The purpose of the study was to make a contribution to modern literature on business management by elevating the essentiality of applying knowledge management by promoting knowledge sharing in a normal business operating climate as well as under turbulent conditions. The empirical study involved interviewing employees at a major banking institution with the aim of gaining insights in the essential variables that must be taken into account when managing knowledge sharing within a banking institution. A questionnaire was used to gather data for an analysis of multiple knowledge sharing tools for their perceived usefulness in fostering knowledge under different business conditions. Though this study was not based on generational theory, it became necessary to understand a generational view on how the various knowledge sharing tools are used in the workplace. The case study participants included employees falling within the baby boomer, generation X and generation Y categories...
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Knowledge sharing practices within an organisation's information services division
- Authors: Radebe, J.
- Date: 2016
- Subjects: Knowledge management , Information services , Academic libraries , Information technology
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/237743 , uj:24363
- Description: M.Com. (Business Management) , Abstract: Advances in technology and the changing demands of library clients have brought about a demand for innovative, higher quality services from academic libraries. Academic libraries find themselves in a position where they have to either re-evaluate their service models to meet the technologically influenced needs of the library clients, or face redundancy. Research has proven that the practice and implementation of knowledge management (KM) aids an organisation in gaining a competitive advantage, which is at the pinnacle of ensuring that an organisation remains a preferred service provider. In order to address these issues, this research focused on exploring the knowledge sharing (KS) practices of employees within the Library and Information Services (LIS) division at a higher education institution. The researcher employed a qualitative research design, guided by a case-study research strategy. Semi-structured interviews were conducted, with seventeen respondents who were purposively selected for the sample. Data was analysed using thematic analysis, creating categories of subjects relating to the identified research questions. The findings of the study revealed that KS was limited within the LIS and mostly occurred informally between employees within the same section. Furthermore, it was found that the culture at LIS was not conducive for the advancement of KS, as respondents felt unsupported by the LIS' management in terms of KS endeavours. A silo culture, encouraging the creation of specialists in specific roles, was identified as a barrier to potential KS practices within the LIS. In terms of encouraging KS within the LIS, the findings showed that respondents were most enthusiastic about the concepts of rewards and incentives. A need for a formalised KM strategy and consequent policies guiding the acquisition and implementation of KS tools and mechanisms, was also identified. Recommendations arising from the study included: 1. A need for renewed commitment by LIS management in terms of encouraging a KS culture. 2. A drive to find affordable technologies that would enable the storage, retrieval and sharing of knowledge within the LIS, to ensure that the right knowledge reaches the right person, employee or client, at the right time.
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