Knowledge sharing via enterprise intranets – asking the right questions.
- Authors: Van der Walt, C. , Van Brakel, P.A. , Kok, J.A.
- Date: 2004-06
- Subjects: Knowledge management , Intranets , Enterprise culture , Knowledge management systems
- Type: Article
- Identifier: uj:5714 , http://hdl.handle.net/10210/3408
- Description: The corporate intranet is a common feature of both public and private sector enterprises today. It has been found that once the infrastructure and architecture are in place, the real challenge for enterprises is to get users to contribute their own knowledge willingly and to use that of others. The culture of the enterprise needs to promote it. To stay competitive, enterprises need relevant and current knowledge from a variety of sources to allow them to innovate and create new knowledge and consequently new products or solutions for their clients. The enterprise intranet could be the ideal tool to make this possible. For effective knowledge sharing to take place, a knowledge sharing culture and proper knowledge sharing tools and facilities are required.
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Can models for knowledge management be successfully implemented to manage the diversity of indigenous knowledge?
- Authors: Kok, J.A.
- Date: 2005-12
- Subjects: Knowledge management , Indigenous knowledge , Knowledge management frameworks
- Type: Article
- Identifier: uj:5719 , http://hdl.handle.net/10210/3413
- Description: With the dawn of the new political dispensation in South Africa, new frameworks emerged on macro level for a better understanding of equality, empowerment and development. Among these were the Reconstruction and Development Programme, the government's Macro-economic Strategy (GEAR), the National System for Innovation and the African Renaissance. This set the scene for reconstruction, innovation and the establishment of human rights, sustainable development and democratization in South Africa.
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Intellectual capital management in a South African retail company
- Authors: Van der Westhuizen, C. , Kok, J.A.
- Date: 2006-12
- Subjects: Knowledge management , Intellectual capital , Retail industry
- Type: Article
- Identifier: uj:5710 , http://hdl.handle.net/10210/3404
- Description: This research commenced with a study of the concepts of knowledge management and intellectual capital to establish a clear understanding of the importance of the management of intellectual assets of a company. In the review of existing measurement models the strengths and weaknesses and primary uses of each model were explored to understand the different goals for using different models. After the need for an intellectual capital management tool was established, different models were considered and recommendations were made for developing an intellectual capital management tool in retail companies in South Africa.
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Administrative professional's role in the processing, retrieval, dissemination and repackaging of information in the networked enterprise
- Authors: Thomas, Henda Judith
- Date: 2008-06-23T13:33:47Z
- Subjects: Administrative assistants , Information organization , Information retrieval , Office information systems , Knowledge management
- Type: Thesis
- Identifier: uj:3445 , http://hdl.handle.net/10210/683
- Description: The purpose of this research was to establish the administrative professional's role in the processing, retrieval, dissemination and repackaging of digital information in the networked enterprise, and to determine how the administrative professional can add value to the organisation and enhance its competitive position in industry. The digital economy has changed business practices to such an extent that research of the digital office environment and the administrative professional’s role in this new world of work has become necessary. This research subsequently aimed to clarify the administrative professional’s role as an information specialist in the organisation. The following sub-questions were formulated for this project: · What is the current profile of the administrative professional in the organisation? · What changes have taken place in the digital environment? · What are the current technological and information systems skills of the administrative professional? · How can the administrative professional add value to the enterprise in the digital environment? The profile of the administrative professional in the organisation was discussed with specific reference to the history, duties and etymology of the administrative professional. The traditional methods of handling information flow were also investigated. The digital environment was also evaluated. It was found that due to rapid changes in the digital environment, employers’ key expectations of their administrative staff were also changing. Research conducted indicated that employers expect administrative iii professionals to be skilled in new and emerging technologies and show a high degree of information management skills. New Information management skills were evaluated within the framework of information systems available in the networked enterprise. These statements were evaluated and the following aspects amongst others discussed: · The way that the enterprise conducts business in the digital economy. · The latest information technology advances and trends. · Information infrastructure and architecture. · Management of information sources in the enterprise. · Strategic information systems necessary for competitive advantage. · The Web revolution. · Developments in electronic commerce (EC). · The different organisational applications. · Knowledge Management (KM). · Managerial systems and decision support systems (DSS). · Data management such as warehousing, analysing, mining, and visualisation. · Intelligent support systems. · The management of information resources and security. The statements that the administrative professional’s roles have changed through the use of computers, the Web, and other advanced office technologies to perform vital information management functions in the modern office, have been empirically studied and proven to be correct. Information and communications technology (ICT) has become the major launch pad of business activities in the world and causes fundamental shifts in the management structure and the operations procedures in enterprises. In the light of these changes, the researcher empirically justified the specific skills and abilities of the contemporary administrative professional. This was done through an emphasis on managerial perceptions about the role of the administrative professional. The importance of the administrative professional’s ability to provide the correct information in a context that aids decision-making was examined. The level of awareness iv of emerging information and communications technology tools and techniques that is regarded as necessary by the manager was evaluated. , Prof. P. A. van Brakel
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The role of the library and information science profession in managing knowledge
- Authors: Van der Merwe, Annette
- Date: 2008-06-26T05:52:06Z
- Subjects: Information science , Knowledge management , Library science
- Type: Thesis
- Identifier: uj:9920 , http://hdl.handle.net/10210/731
- Description: The era of the knowledge-driven economy has arrived. This economy - based on what people know and are willing to share - requires an ability to find and utilise appropriate knowledge quickly and effectively. Managing knowledge is however, complex and multifaceted. In addition, a history of treating different types of information as discrete entities means that no one profession or function has taken responsibility for this process. The library and information science (LIS) profession in particular, has not even formulated a clear role for itself in this process. This dissertation asks the question why this profession - skilled in the acquisition and distribution of information - is not actively engaged in the debate. It seeks to gain an understanding of the roles, skills and competencies needed for managing knowledge and assesses the implications for the LIS profession, if its members want to play a significant part in this process. Research reflects internationally based theory and opinions. In addition, it provides empirical evidence that the majority of the sample of LIS professionals participating in this study do not play a significant role in the knowledge management environment in South African based companies. , Dr. J. A. Kok
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Knowledge sharing via enterprise intranets
- Authors: Van der Walt, Celeste
- Date: 2008-07-23T11:04:25Z
- Subjects: Intranets (Computer networks) , Knowledge management , Corporate culture
- Type: Thesis
- Identifier: uj:7399 , http://hdl.handle.net/10210/820
- Description: Successful enterprises are those that consistently create new knowledge, disseminate it widely throughout the enterprise and quickly embed it in new technologies and products. These ‘knowledge-creating’ enterprises understand what knowledge is and what they should do to exploit it. In other words, they successfully manage and share their knowledge throughout their enterprise. When launching a knowledge management initiative, it is important to identify which knowledge management processes are most relevant to the enterprise’s environment and systems, and steps should be taken to support these activities and integrate them into daily operations. Broader elements and issues should also be identified and recognised for the influence they have on the knowledge management process. For example that enterprises should encourage individuals to interact, to work together on projects, or to share their ideas on an informal basis and systems are needed to codify the knowledge of individuals so that others can use it. Applying these elements involves: information technology; formal and informal structures; and specific knowledge management tools. Another important factor in the success of a knowledge management project is to ground knowledge management and knowledge sharing within the context of the enterprise’s business strategy seeing that the intranet can assist in the creation of economic value and competitive advantage for the enterprise. The knowledge sharing or knowledge contribution part of the knowledge management process seems to be the most difficult for enterprises. Knowledge sharing often takes place in enterprises via employees’ informal networks. Knowledge management could turn this informal, ad hoc process into a more systematic process. Creating a corporate culture where knowledge is valued and shared effectively is a challenge. Part of the solution could be for an enterprise to be aware of their specific corporate culture and how it influences their behaviour and attitude towards knowledge sharing. Because the employee’s behaviour determines the sharing of knowledge, leadership has an important role to play and they could use various motivational practices to encourage knowledge sharing. Leadership should commit to creating an environment, within which employees are able to share, assess and experiment with new knowledge gained. The corporate intranet could be used as such an environment, but employees need to be trained to use their knowledge management IT tools, making it as easy as possible for employees to contribute to the enterprise knowledge base. Effective intranet usage should be embedded in the enterprise’s general corporate and knowledge sharing culture. The intranet should be seen as an essential part of the enterprise’s knowledge management system and should be designed to suit and enhance the enterprise knowledge sharing activities and culture. It is also important that intranets should be evaluated regularly to determine its current contribution to as well as future potential of the knowledge sharing capability of the enterprise. The importance of evaluating and measuring the enterprise intranet and various measurement tools were discussed in depth, which consequently led to the formulation of an intranet evaluation tool in the form of a questionnaire. The prototype questionnaire was compiled by using measurement tools developed previously. The questionnaire brought together the concepts of knowledge management, knowledge sharing cultures and intranet functionalities. The evaluation tool was then applied to measure the effectiveness of a management consulting business’s intranet in enhancing the enterprise’s knowledge sharing culture. Recommendations were made to enterprises use the questionnaire when using the questionnaire in similar environments. An intranet represents a tool of potentially high value to any enterprise, but in order to realise this value, the intranets should be properly measured and managed and every employee needs to take ownership and buy into the concept of the intranet as a knowledge sharing enabler. This calls for an employee to be motivated to participate in knowledge sharing, so that they can experience the value they could add and receive by using the intranet for knowledge sharing activities. , Prof. P.A. van Brakel Mnr. J.A. Kok
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Kennisbestuur: 'n onontbeerlike komponent in die strategiese plan van Suid-Afrikaanse universiteite
- Authors: Du Toit, A.S.A.
- Date: 2008-11-12T08:42:57Z
- Subjects: Universities - South Africa - Strategic planning , Knowledge management
- Type: Inaugural
- Identifier: uj:14921 , http://hdl.handle.net/10210/1629
- Description: Inaugural lecture--Department of Information Studies, Rand Afrikaans University, 23 June 1999
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Do problem solving, critical thinking and creativity play a role in knowledge management? A theoretical mathematics perspective
- Authors: Giannakopoulos, Paul , Buckley, Sheryl
- Date: 2009
- Subjects: Knowledge management , Problem solving , Critical thinking , Creativity , Mathematics , Psychopragmatic approach
- Type: Article
- Identifier: uj:6218 , ISBN 978-1-906638-40-5 , http://hdl.handle.net/10210/5308
- Description: Litschka, Markom, Schunder (2006) state that "... a knowledge-based economy requires new approaches in management especially with employee oriented actions, because workability, well-being, and creativity of employees determine the success and sustainability of an organization." Such approaches have to be grounded on established learning theories for life long learning which are conducive to knowledge creation and knowledge acquisition. Situated learning (Lave & Wenger, 1997), constructivism (Piaget, 1971; Vygotsky, 1978), behaviourism (Thorndike, 1915; Skinner, 1958) and cognitivism (Wertheimer, 1912; Kohlberg, 1972; Mezirow, 1962, all cited by Hergenhahn and Olson (1997: 29-48) have dominated education for more than eight decades. Though each theory has made valuable contributions, management of knowledge requires higher order thinking skills such critical thinking, problem solving and creativity on the part of the manager of the organisational knowledge and the part of the knowledge creator. The importance of these three skills, especially for the last two decades, have not only been accepted as important cognitive skills by educators and employers, but they also form part of the critical outcomes in American educational policies (American college personnel association, 1994 cited by King & Baxter-Magolda, 1996) as well as in South Africa (SAQA, 1998; the White Paper on Further Education and Training, 1998: 21-23). What is suggested here is a new approach to knowledge management, the psycho-pragmatic approach, which makes use of theories of learning of mathematics as problem solving, critical thinking and creativity form the essence of knowledge acquisition (Schoenfeld, 1987; Skemp, 1977). Mathematics has been recognised as a subject that enhances higher order skills because on the one hand requires abstract thinking on the other promotes use and application of knowledge (Pushkin 2007; Alonso, 1992; Forinash, 1992). This new approach makes use of psychological learning theories for generation of knowledge and pragmatism for application of such knowledge. It is of cyclic nature as well as of spiral nature based on the idea of Nonaka and Konno (1998) model of knowledge and of Bruner's (1976) spiral curriculum.
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Teaching to learn and learning to share : assessing a culture of sharing amongst information and knowledge management students in a virtual environment.
- Authors: Mearns, Martie , Jacobs, Lizelle
- Date: 2009
- Subjects: Knowledge management , Knowledge sharing , Information sharing , Virtual environment
- Type: Article
- Identifier: uj:6201 , ISBN 978-1-906638-46-7 , http://hdl.handle.net/10210/5281
- Description: Knowledge and information sharing has become synonymous with the concept of creating value and power for organisations. Knowledge is being recognised as a valuable asset and the promotion and dissemination of information and knowledge in its internal workings has the aim of creating learning organisations. The sharing of information and knowledge creates a community where participants can collaborate with each other in achieving their goals. In a knowledge management course in the Department of Information and Knowledge Management, at the University of Johannesburg (South Africa), students are introduced to these concepts as part of their training to pursue various careers as information and knowledge workers within organisations where these concepts have to be applied Using a philosophy of teaching by example, students are encouraged to share information and knowledge, making use of discussion boards in a virtual learning environment as part of a multiwmodal learning approach that includes facewtowface lectures as well as an online interactive environment. Discussion topics are provided in line with a case study that students are requested to analyse. Students' reflections on the learning that has taken place, based on the responses to the discussion topics, form part of the case study analysis which is assessed. The purpose of the research is to gain insight into the effectiveness of information and knowledge sharing in a virtual environment using discussion boards in terms of its impact to generate a learning culture. A mixed methods approach is applied to 210 registered students in a second year group and 123 registered students in a third year group by monitoring their discussions on allocated topics. Firstly, content analysis methodology is applied to assess the knowledge sharing that is taking place in the virtual environment. Secondly, a survey is conducted at the end of the discussion period to determine student experiences, perceptions and opinions on the knowledge sharing process and is used to adapt and develop the course design. Thirdly, students are required to reflect on the learning experiences as part of the submitted case stUdy analysis assignment. The discussion monitoring will investigate the following variables: (1) student participation rates, frequency and patterns; as well as (2) cognitive and meta-cognitive components of student messages. The survey and reflection will be used to assess the students' (3) perception of learning through sharing; (4) experiences of group dynamics and (5) their perceived individual performances based on the discussion groups. This research includes an investigation of using different group dynamics to compare the experiences of students being managed in a randomly selected group as opposed to students signing up to a group of their own choice. It is hypothesised that the findings from this research will provide important answers required to facilitate students with diverse skills and socio-economic backgrounds in their cognitive and metacognitive development for information and knowledge sharing when making use of online discussions boards.
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Working knowledge : how knowledge workers in an enterprise manage what they know
- Authors: Steyn, Piet , Du Toit, Adeline
- Date: 2009
- Subjects: Knowledge workers , Knowledge management
- Type: Article
- Identifier: uj:6191 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5270
- Description: This paper focuses on the role of the knowledge worker and their contribution to the achievement of an enterprise's objectives. Knowledge workers do not have enough time to keep abreast of new knowledge and need more than motivation to assist with the capturing of tacit knowledge. The purpose of the empirical survey was to determine the role and contribution of knowledge workers to the objectives of a South African technology-oriented company. A high percentage of respondents indicated a positive relationship .between a worker's position on the organisational hierarchy and the opportunities for the worker to make knowledge contributions. Tile metrics applied to measuring the contribution of knowledge workers need to be carefully considered.
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Information and knowledge management in support of legal research in a digital information environment
- Authors: Du Plessis, Tanya
- Date: 2009-01-08T13:03:45Z
- Subjects: Knowledge management , Information technology , Information superhighway , Digital libraries , Law libraries , Law librarians , Law firms , Legal research , Management information systems
- Type: Thesis
- Identifier: uj:14754 , http://hdl.handle.net/10210/1834
- Description: D. Litt. et Phil. , The main research question addressed by this study is whether the application of information and communication technologies (ICTs) has an effect on the practice of law, and specifically whether information and knowledge management affects the process of legal research. Various issues are considered in this regard, including what the concept of knowledge management (KM) entails in a law firm and what the current KM trends are in South African law firms. To this extent an investigation follows of the global trends in the application of ICTs for legal research purposes and what the specific applications are of KM in support of legal research. Furthermore, this study investigates how information technology applications and KM systems and strategies can support the legal research process and what the benefits of KM are to legal research. This entails a study of the unique characteristics of legal research in a digital information environment and of the challenges legal researchers face in a changing information environment. Subsequently the skills and tools that are required for effective digital legal research are discussed. This research also considers the effect the changing information environment has on the role of the legal information professional, which includes an investigation of the reasons why legal information professionals can and should support lawyers in their legal research activities. Specifically, this study considers the roles, skills and competencies of legal information professionals as knowledge managers, digital librarians and trainers of legal research skills in a changing information environment. Lastly, this study investigates whether current legal research skills training offers useful guidelines to future digital legal researchers.
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The use of corporate business incubators in the knowledge economy
- Authors: Steyn, Pieter Dirk
- Date: 2009-01-15T13:11:16Z
- Subjects: Business incubators , Knowledge management
- Type: Thesis
- Identifier: uj:14795 , http://hdl.handle.net/10210/1871
- Description: M.A. , The impact of the New Economy on the enterprise is major and the change drivers required for success are pervasive and significant. At the same time traditional geographic boundaries to the flow of information and commercial transactions disappear. To position for success, the requirement to develop the capability to manage risk and operate under high levels of uncertainty becomes as important as the capacity for change. This demands a paradigm shift in management’s approach away from “the answer” to an approach which allows for portfolio management and the ability to investigate, fund and manage approaches to multiple strategic and operational options. The strategic challenges lies in when to lead and when to follow, the organisational challenge then becomes building flexibility, environment-sensing capabilities and an internal capacity to develop, nurture and harness knowledge and innovation. Whilst the benefits of leveraging innovation as a strategic business growth driver is accepted, the management of the process of doing so is manifestly difficult in most enterprises. This is due to outdated management processes and organisational structures, cultural prejudices caused by the enterprise being more comfortable with core activities and a lack of adequate skills within the enterprise to research, develop and manage innovative ideas to fruition. Enterprises can manage this process of leveraging innovation in a number of ways by inter alia, staff management via continuing education and training, a corporate culture with such characteristics as: “Off-line” innovation time, internal competition, knowledge management tools, cross- functional meetings, a knowledge capture Intranet, etc. and an organisational accountability which relates to a well-defined process that affords the enterprise and its employees the opportunity to move ideas across organisational boundaries without being inhibited by the usual organisational politics and turf-protection. An approach to this is via strategic internal consulting groups or a “New Ventures” division – essentially entities set up to incubate and manage new business opportunities Such a new venture division or business incubator requires as a critical component an established process and evaluation methodology to effectively manage innovation initiatives. This research will focus on the development, application and management of such a new ventures division along the structure of a business incubator. It is an accepted adage that all “healthy” enterprises generate and use knowledge, but this is, as with the management of innovation, easier said than done. Whilst many enterprises will simply hire smart people and leave them to their own devices, research have indicated that successful knowledge generation initiatives not only address the processes but also focus on the team structure and the internally on the working circumstances. Businesses faced with disruptive technologies such as the Internet find it very difficult to redesign or rearrange their organisational structures to face the challenges of the New Economy. Also there has always been a measure of distinct tension, between the boardrooms of enterprise and the technical, scientific or other resources on which the former depends for the creation of new wealth – the net result is that the role of the traditional “Corporate R&D” is being diminished. There is a strong perception that views the arrival of the incubator as an approach for corporates / enterprises to set this mindset apart and to get some speed, vitality, action and urgency back into enterprises inhibited by, inter alia, excessive bureaucracy. Although the concept of incubators has now surfaced in Europe and in South Africa, it is not new. What today underscores the interest is the success that enterprises like Idealab!, eToys, GoTo.com and NetZero achieved. The more comprehensive intra-enterprise or corporate incubators offer a range of services that exceed that of the traditional venture capitalist. Corporate incubation grew out of the realisation that innovation and entrepreneurship were severely limited by the typical corporate environment. In addition enterprises realised that they were losing their brightest talent and best innovative ideas as people left to start their own businesses. To this threat they responded by offering employees’ incentives to either build their ideas as enhancements to the current business, extensions or entirely as new spin-offs. These incentives were modelled on share participation, a "safe" best practice rich environment and access to corporate resources that in many instances culminated in corporate business incubators. Corporate incubators constitute a logical extension to knowledge management, innovation and R&D, as a means of profiting from intellectual capital and extending competitive advantage. Indeed it has been said that the only sustainable competitive advantage is continuous innovation. Incubators of various types are sine qua non with the dot.com start-up ventures towards the latter part of the nineteen nineties. It was viewed as one of many approaches to capitalise on knowledge available and to allow for the fast tracking of innovative advances. Many of these start-up incubators failed and incubators became looked upon as not being the ideal vehicle for innovative quick-to-market and thus first mover advantage. Yet, the very nature of the approaches used in an incubator lends it to the harnessing of knowledge and innovation in an enterprise which can be applied as part of a process to gain a competitive advantage from engaging in such a process.
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Knowledge management and outsourcing in an IT environment
- Authors: Desroches, Colin Michael
- Date: 2009-03-31T09:30:16Z
- Subjects: Knowledge management , Contracting out
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/370386 , uj:8252 , http://hdl.handle.net/10210/2363
- Description: M.B.A. , The following study concerns Knowledge Management and Outsourcing in an IT environment. More specifically, it gives a brief description of what Knowledge Management is; the different types and phases, the economics and strategies, different drivers, the outcomes, critical success factors, the benefits, frameworks and the influence that Knowledge Management has on competitiveness and innovation in the workplace. The topic is concluded with a discussion around technologies for enabling Knowledge Management. Also discussed in the study is the definition of Outsourcing, the different theories, critical success factors, drivers and moving from traditional to transformational Outsourcing. Mention is also made about some of the obstacles and problems associated with Outsourcing and the different prescriptive models around. Lastly, the determinants of organisational adoption and the stages of the Outsourcing framework are discussed in depth. The original decision was to develop a questionnaire and distribute it throughout the company, Business Connexion, a leader in the IT Outsourcing industry. However, due to time constraints and the number of potential employees, approximately 4700, it was agreed upon to only target the staff members within the Outsourcing division. At the time of the questionnaire, the total number of employees was 539 and 127 participated in this study by responding via a URL link set up by Statkon, a division of the University of Johannesburg. The responses were fed into a database which produced the relevant results for this particular study. These questionnaires were designed to specifically measure the varying issues surrounding Knowledge Management and Outsourcing in an IT environment. Due to the fact that this study was implemented within only one division of the organisation, it is important to note that the findings of this study cannot be generalised, thus providing an opportunity for future comparative research.
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The role of the learning organisation paradigm in improving intellectual capital
- Authors: Pienaar, Jaco Johannes
- Date: 2009-04-30T09:26:08Z
- Subjects: Intellectual capital , Knowledge management , Organizational learning , Horse racing (South Africa)
- Type: Mini-Dissertation
- Identifier: uj:8331 , http://hdl.handle.net/10210/2458
- Description: M.A. , The purpose of this thesis is to determine to what extent intellectual capital is recognised and developed in the South African horseracing industry. A significant motivation for this study is that, despite the importance of intellectual capital in today’s market environment, no such study has been done in this specific industry. Because of the scope and nature of the horseracing industry, such a study is crucial. The study is divided into a literature review, where theoretical groundwork is discussed, and an empirical study, where the theory is practically applied within the South African horseracing industry context. The industry can be defined as an oligopoly, with Phumelela and Gold Circle as the key organisations. Therefore, Phumelela and Gold Circle’s intellectual capital recognition and development is examined in depth and compared with each other. Other industry role players and factors, such as betting types and racecourses, are also discussed, as it provides an overview essential to the study. The literature review is divided into three sections – intellectual capital, knowledge sharing, and the learning organisation. Intellectual capital is the main focus of the study, with knowledge sharing and the learning organisation seen as key intellectual capital development methods. Intellectual capital is defined according to three categories – human, structural, and relational capital. Intellectual capital’s organisational importance and measurement are also discussed. Knowledge, knowledge sharing, and knowledge sharing methods (formal and informal) are described and placed within organisational and intellectual capital frameworks. The overall importance of knowledge sharing, in addition to its importance to intellectual capital, is discussed. The learning organisation is an essential paradigm in the knowledge economy and refers to an organisational and individual mindset for knowledge improvement, goal achievement, and development. It is defined and discussed in an intellectual capital context. The learning organisation’s importance to the development of intellectual capital, knowledge sharing, and the organisation as a whole, is explained. The qualitative empirical study is conducted primarily by examining the annual reports and financial statements of Gold Circle and Phumelela. Specific structured interviews with key industry role players are also referred to and comparisons of the aforementioned organisations are given. Summaries of findings are presented and recommendations are made to assist in the industry’s task of managing and developing intellectual capital. Areas of future research are also referred to, which include studying intellectual capital on a global horseracing scale as well as the role that knowledge development plays in the international competitiveness of the horseracing industry. The South African horseracing industry is complex and vast, requiring the development of intellectual capital and other intangible assets to compete strongly globally. This thesis shows that this is not done to its full extent as yet and there is still a long way to go for the national industry to realise its full potential.
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The development of a just-in-time (JIT) knowledge management model for an enterprise
- Authors: Steyn, Pieter Dirk
- Date: 2009-05-04T09:51:01Z
- Subjects: Knowledge management , Just-in-time systems , Knowledge workers
- Type: Thesis
- Identifier: uj:8352 , http://hdl.handle.net/10210/2477
- Description: D.Litt. et Phil. , There have been numerous approaches to Knowledge Management (KM) over the past number of years. In addition there is also confusion amongst enterprises and enterprise management as to the role and contribution of KM, the differences between information management, information technology and KM. There has been an overflow of information and “knowledge” in large enterprises and this situation will only worsen if not managed appropriately. Knowledge is now universally accepted as a factor of production and similar to other factors of production viewed as being scarce and expensive. The knowledge inventory of an enterprise should thus be managed in a similar manner as physical inventory – kept at the essential minimum level and to be provided at the time that it is required. The challenge to creating a successful knowledge enterprise is more reliant on the people aspects than technology per se and this view is supported by recent research. This situation is exacerbated by the diversity of participation amongst knowledge workers who as a “grouping” speaks a different language based on their perspectives of issues within and external to the enterprise. Because knowledge is not synonymous with information, information technology cannot deliver knowledge management, yet a large proportion of managements view information technology as the panacea for their failure at implementing successful KM or what they consider to be KM. Another concern of management is that current management approaches cannot handle imperfect information with certainty. Enterprises are thus faced with the situation of not being able to deliver the right information to the right person at the right time because enterprises are unable to predict what is the right information to distribute, who the right recipients of that information should be and all of this may take place under conditions of uncertainty – as found in today’s dynamic business environment. Defining knowledge from an enterprise management perspective or in terms of an organisational context present a number of issues. The most important being that there is no single all encompassing definition of KM. However, in terms of the objectives of this research a definition which relate the dimensions of time, delivery, the right information and the right recipient is applied. KM varies from the perspective of controlling knowledge processes within the enterprise to methods applied to the extraction of knowledge from the flow of information, internal and external to the enterprise. Recent thinking on KM distinguishes between demand-side KM and supply-side KM. The supply-side of KM is associated with the “delivery-oriented” assumptions that valuable knowledge exists within the enterprise and that it is the task of management to find it, codify it and place it into a repository. This is then followed by an approach which “decrees” and determine how it is to be distributed, e.g. via learning, databases, documents, etc. and to whom. Demand-side KM is initiated with an approach requiring a view of where does valuable knowledge exist within the enterprise, is what is required in existence, does it support the enterprise's strategies and how can the use thereof benefit the enterprise's competitive advantage? Obviously the proponents of both of these sides do see the need for closing the gap between supply and demand and that they are in fact complimentary activities. A view is taken on the KM approach / practices undertaken by the enterprise. There are a number of KM taxonomy approaches based upon the process applied in the enterprise to extract knowledge. An understanding of the different approaches employed is necessary to locate the role of the knowledge worker in the overall KM value chain. The knowledge processes approach is considered to be a factor of production where the person is central to the process as the carrier or owner of knowledge. Communication amongst individuals is of primary importance, especially in respect of the management of the enterprise and its outputs. This approach also considers an enabling culture in the enterprise to be a pre-requisite to the successful management of knowledge. The focus of this approach is on knowledge transfer through human interaction. Technology is recognised as playing a supporting role in this approach. Knowledge is more than information and also considers experience, skills, competencies and attitudes as part of knowledge created in the process of human interaction. The term Just-in-Time (JIT) can be defined as a production or inventory scheduling technique found within the more complex production logistics disciplines. JIT is more appropriately thought of as a philosophy as it is more than a mere set of management and production principles. KM JIT is an endeavour to provide the right knowledge at the right time to the right person. This requires an insight into the knowledge demand and supply process as well as the time horizon applicable to the knowledge required. Over the longer term business forecasts, environmental scans, strategic planning, etc. can be applied to close the gap between these variables. However, it is in the short term and immediate requirements that the present systems fail and management concerns are emphasised. To summarise the relationship: JIT KM searches for an optimisation of the matching process between demand and knowledge supply within enterprises, i.e. it endeavours to translate the logistic concept of JIT to the knowledge management field. In addition to JIT KM the concept of real-time KM is introduced as an alternative since present research indicates that the implementation of JIT KM presents major issues in terms of cost and development effort, restricting its use to mission critical applications. A more generic application for JIT KM need to be developed and it is contended that real-time KM fits the requirements of enabling the enterprise to be agile in respect of its ability to respond to present and future knowledge demands. The major difference between JIT KM and real-time KM being the latency of information concept which applies to the latter.
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Artificial intelligence and knowledge management principles in secure corporate intranets
- Authors: Barry, Christopher
- Date: 2010-02-23T10:25:43Z
- Subjects: Artificial intelligence , Knowledge management , Intranets (Computer networks) , Computer networks security measures
- Type: Thesis
- Identifier: uj:6634 , http://hdl.handle.net/10210/3035
- Description: M.Sc. (Computer Science) , Corporations throughout the world are facing numerous challenges in today’s competitive marketplace and are continuously looking for new and innovative means and methods of gaining competitive advantage. One of the means used to gain this advantage is that of information technology, and all the associated technologies and principles. These are primarily used to facilitate business processes and procedures that are designed to provide this competitive advantage. Significant attention has been given to each of the individual technologies and principles of Artificial Intelligence, Knowledge Management, Information Security, and Intranets and how they can be leveraged in order to improve efficiency and functionality within a corporation. However, in order to truly reap the benefits of these technologies and principles, it is necessary to look at them as a collaborative system, rather as individual components. This dissertation therefore investigates each of these individual technologies and principles in isolation, as well as in combination with each other to outline potential advantages, associated risks, and disadvantages when combining them within the corporate world. Based on these, the Intelligently Generated Knowledge (IGK) framework is outlined to implement such a collaborative system. Thereafter, an investigation of a theoretical situation is conducted based on this framework to examine the impact of the implementation of this type of collaborative system. The potential increase in cost savings, efficiency and functionality of corporations that would employ the IGK framework is clearly outlined in the theoretical example, and should this approach be adopted, it would be able to provide significant competitive advantage for any corporation.
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A design option for optimising knowledge worker expertise
- Authors: Ramsey, Mark Allan
- Date: 2010-11-09T06:34:37Z
- Subjects: Knowledge workers , Knowledge management , Organizational effectiveness , Leadership
- Type: Thesis
- Identifier: uj:6962 , http://hdl.handle.net/10210/3470
- Description: D.Phil. , The success of an organisation depends on the mental capability of a comparatively small number of highly proficient knowledge workers who innovate and clarify the business processes others must act on (Zemke, 2004). Many organisations utilise knowledge worker expertise to create a competitive advantage, but this expertise is not incorporated into the business processes and routine operations of the organisation. Organisational design does not create the conditions under which an organisation can optimise knowledge worker expertise (Grant, 1996). As a consequence, when the knowledge worker leaves the organisation, the knowledge created is lost and the competitive advantage is not sustainable. One of the foremost objectives of an organisation must be to optimise knowledge worker expertise to produce new products, services or ways of working for sustaining competitive advantage (Gold, Malhotra & Segards, 2001). Organisational design continues to be seen as the process of assembling and fine-tuning an organisation’s structure to achieve its goal. Much has been written about knowledge, knowledge management, the knowledge-based organisation and the knowledge worker. However, current organisational design methodologies do not place emphasis on the optimisation of knowledge worker expertise (Grant, 1996). For knowledge workers to contribute sufficiently to the production of new products, services or ways of working, consideration must be given to their motivation. Despite all our achievements in technology and product improvements, knowledge workers are not thriving in the organisations they work for because organisations are not clear about where knowledge workers fit and how their contribution is valued. Covey (2004) asserts that managers are still applying the Industrial Age control model to knowledge workers. For an organisation to succeed in the new economy, knowledge workers must be intrinsically motivated so that they can reach new heights of fulfilment (Covey, 2004).
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Knowledge management as a strategic management tool at a South African enterprise.
- Authors: Du Toit, Adeline , Steyn, Piet
- Date: 2011
- Subjects: Knowledge management , Strategic management , Technology-oriented enterprises - South Africa
- Type: Article
- Identifier: uj:5848 , ISSN 1993-8233 , http://hdl.handle.net/10210/7935
- Description: The primary aim of this article was to explore the role of a knowledge management strategy to achieve a South African technology-oriented enterprise’s business strategy. The linking between knowledge management and the business strategy was viewed as the crux for successful knowledge management in any enterprise. Knowledge plays a crucial role in the competitive nature of enterprises and hence constitutes a critical component of enterprise strategy. The purpose of the empirical survey was to determine the relationship between the knowledge management function and the business strategy at the enterprise. A questionnaire survey was conducted and 355 employees were randomly selected to form the sample. The majority of the respondents were of the opinion that knowledge management plays an important role in the enterprise’s strategies, policies and practices. When implementing a knowledge management strategy, the prioritisation of knowledge management activities, as well as their integration with other business processes, should be an important management focus area and steps for the successful implementation of a knowledge management strategy were recommended.
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Online community portals for small businesses
- Authors: Chen, Her-Jiang
- Date: 2011-10-11T08:53:31Z
- Subjects: Small business , Information and communication technologies , Knowledge management
- Type: Thesis
- Identifier: uj:7252 , http://hdl.handle.net/10210/3905
- Description: M.A. , The first part of the study is a literature review which indicate that small, medium and micro enterprises (SMMEs) represent an important vehicle to address the challenges of job creation, economic growth and equity. Modern economy is driven by innovations and knowledge. Transforming information resources into knowledge and maximise the value of knowledge is the new challenge in achieving a sustainable competitive advantage. Information resources are needed by small businesses as much as their larger counter parts but small businesses are usually in a disadvantaged position in terms of finance and expertise. Information and communication technologies (ICTs) offer small businesses new opportunities in the information economy. Exciting ICT applications such as Web portals provide platforms for business communities to share information and communicate more efficiently than ever. Such information resources enable small businesses to react faster and adapt better to the changing global market. The stimulation of SMMEs must be seen as part of an integrated strategy to develop the society to a higher level. The research findings of this study provide all stakeholders in small business development in South Africa including government, industries and academics a better understanding and practical guideline for delivering information resources to small business owners and managers and the design of information portals that can address the information needs of small businesses in South Africa. The empirical components that follow the literature review comprised a questionnaire survey. The survey focused on non-franchised small businesses in the retail industry in the greater Johannesburg metropolitan. A total of 150 questionnaires completed by small business owners and managers were used for statistic analysis in this research. The questionnaire consisted of four sections: business biographic information, business information and agencies, information and communication technologies usage, and community and portal activities. The survey results revealed valuable insights and trends in the use of ICTs and attitudes towards information sharing amongst small business owners and managers. Textile, clothing, footwear and leather goods were the most popular trade for the small businesses use in the survey. Nearly all respondents prefer English for business communication and the businesses are typically owner manager with a small number of employees. Infrastructure for ICTs is in place for small businesses, but the usage level is still basic. Short message service (SMS) and e-mail are the most commonly used ICT tools. Traditional media such as television, radio, newspapers and magazines remain the most important source of information for these small business owners and managers. Younger businesses adapt better to ICTs than the older businesses. Despite a mixed attitude towards sharing business information, small business owners and managers showed a high level of interest in networking with other businesses, in particular with potential customers and suppliers. Most respondents do not belong to any professional or industrial organisation primarily because they were not aware of these organisations. Based on the literature review and the empirical research, the final conclusion that was made from this research is that Web community information portals can, to a great extent, promote the use of information resources for small businesses in South Africa. The results from this research give a better understanding and are useful guidelines to stakeholders in small business development in South Africa.
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