Developing a knowledge map at a South African electricity utility
- Authors: Noge, Kgofu Lewellyn
- Date: 2015-04-17
- Subjects: Knowledge management - South Africa , Eskom (Firm) - Personnel management
- Type: Thesis
- Identifier: uj:13551 , http://hdl.handle.net/10210/13690
- Description: M.Com. (Business Management) , The knowledge that people create, possess and share can easily go unnoticed in organisations that do not put effort in identifying it. Knowledge, among other factors, is what people in organisations use to make decisions that can possibly give organisations a competitive advantage. Knowledge, as with other traditionally recognised resources, is a strategic resource that organisations can use to bring about positive change in business. Knowledge can be tacit or explicit and both types need to be managed strategically. Explicit knowledge tends to be easily accessible if it is stored in places such as databases where people can locate it, however, tacit knowledge can be slightly more challenging to access as it lies in the minds of people. Eskom’s Project Development Department (PDD) has 32 project developers who actively develop projects that the organisation will invest in. These projects include electricity generation stations, transmission lines or even pollution mitigating technologies. The project developers work with various stakeholders in and outside of the organisation to ensure that the projects are aligned with the strategic objectives of the organisation. This study aimed to identify the knowledge that the project developers possess and a knowledge audit was conducted on the project developers. The results show that the project developers possess vast amounts of knowledge, skills and are subject matter experts in various fields. The project developers also communicate with various other departments within Eskom when developing projects. A contributing fact to the varying knowledge and skills that the project developers possess is the different projects that each project developer develops. These projects can take up to three years to develop and this can enable a person to acquire knowledge in a specific field of operation. The majority of the project developers also stated that they preferred one on one physical conversations to acquire and share knowledge. Knowledge is gaining recognition as a strategic resource within organisations and strategic management of the knowledge is necessary as it can provide benefits for people and organisations as a whole.
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Die ontwikkeling van 'n kennisbestuurraamwerk vir 'n lewensversekeringsgroep in Suid-Afrika
- Authors: De Villiers, Catharina Jacoba
- Date: 2015-10-07
- Subjects: Knowledge management - South Africa , Corporate culture - South Africa , Insurance companies - South Africa , Life insurance - South Africa
- Type: Thesis
- Identifier: uj:14240 , http://hdl.handle.net/10210/14693
- Description: M.A. ( Information studies) , Information and knowledge are the new wealth of our time. Knowledge is a resource that is valuable to an organisation's ability to innovate and compete. As every business has to operate in an increasingly competitive and dynamic environment, business managers should base all decisions on their competitive standing in the world economy and the competitiveness of their knowledge competencies. The ability of a company to mobilise and exploit its intangible and invisible assets has become far more important than investing and managing physical, tangible assets ...
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Building innovation capabilities in South African organisations
- Authors: Baloyi, T. J.
- Date: 2017
- Subjects: Knowledge management - South Africa , Creative ability in business - Case studies , Technological innovations - Case studies , Business information services , Business enterprises - Case studies
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269345 , uj:28614
- Description: M.Phil. (Engineering Management) , Abstract: South Africa is currently faced with many social and the economic challenges. Innovation is commonly cited as the solution to these challenges. To improve the economy and quality of life in South Africa, South African organisations need to build innovation capability to be able to compete in the global market. The purpose of this study is to compare the collaboration characteristics of the innovative and non-innovative organisations with the effort of finding a solution on how South African organisations can build innovation capabilities in their organisations. The policymakers, practitioners and scholars that need to implement interventions to the challenges of building innovation capability at the organisational level will find this study useful. This study provides the needed evidence on the relationship between innovation capability and the three characteristics of inter-organisational collaboration. A total of 16 cases were selected and partitioned into two groups, where one group represented the innovative organisations and the other group represented non-innovative organisations. The Boston Consulting Group (BCG) 2016 report of the 50 most innovative companies in the world was used to identify the innovative organisations. Three measuring instruments were used for this research and were set up to compare the alliance portfolio size, alliance portfolio diversity and alliance management capability of innovative and non-innovative organisations. An independent sample t-test was selected as a statistical technique to analyze the data. The findings show that there is sufficient evidence to support that innovative organisation has both high alliance portfolio size and high level of portfolio diversity. However, there was no sufficient evidence to support that innovative organisations have a high level of alliance management capability.
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Towards a substantive knowledge-sharing model : exploring the systems dynamics between knowledge management, knowledge sharing and organisational ethos within a South African context
- Authors: Van Aswegen, Berendien Susan
- Date: 2012-08-14
- Subjects: Knowledge management - South Africa , Organizational learning - South Africa
- Type: Thesis
- Identifier: uj:9219 , http://hdl.handle.net/10210/5669
- Description: D.Phil. , In today's knowledge-intensive economy, an organisation's available knowledge is becoming an increasingly important strategic resource. The effective management of this resource is, consequently, one of the most important challenges facing today's organisation. Organisational learning processes which are responsible for the creation and sharing of knowledge should produce a core competence, which represents a form of valuable intellectual capital for the organisation and this has become a business imperative in the knowledgeintensive economy Without knowledge sharing between individuals, in groups, amongst groups and in the organisation as a whole there can be no knowledge and no sustainable competitive advantage through the use of organisational knowledge. Discovering the enablers and barriers to knowledge sharing is one of the aims of the study. I believe the proposed study could contribute to the "how" of knowledge sharing. This study will explore what the systemic relationship between knowledge management; knowledge sharing and organisational ethos is with the aim of developing a substantive knowledge-sharing model that explicates the knowledge-sharing processes. Based on the literature review, the reasons for organisations to focus on knowledge management and knowledge sharing are relatively consistent across organisations. At one level, organisations are concerned with keeping people informed regarding information and business processes to avoid duplication of effort, but also to stimulate collaboration and encourage group sharing. On a deeper level, most executives would agree that focusing on knowledge management is likely to increase organisational adaptability and competitiveness. Knowledge sharing can be viewed as a type of constant business innovation process.
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A South African retail bank’s readiness to knowledge management implementation
- Authors: Mogale, Elshia
- Date: 2015-04-15
- Subjects: Banks and banking - South Africa , Banks and banking - Risk management - South Africa , Knowledge management - South Africa
- Type: Thesis
- Identifier: uj:13543 , http://hdl.handle.net/10210/13660
- Description: M.Com. (Business Management) , This study focuses on one specific knowledge management process, namely the knowledge sharing process within an operational risk management cluster of a chosen South African retail bank. The study specifically focuses on the bi- weekly meetings that are used as platforms for knowledge sharing sessions. The primary objective of the study, is to ascertain how well the corporate investment bankers, shared services and CIB Africa operational risk management cluster is effectively utilising its meetings in terms of knowledge sharing to ensure that the operational risk management strategies of the chosen bank, provides optimal assurance to its stakeholders that the bank operates within its operational risk appetite. The study is divided into five chapters. The first chapter provides the readers with a thorough understanding of the research problem and topic. The second chapter provides the theoretical framework of the literature pertaining to the context of knowledge management with a specific focus of knowledge sharing. The third chapter discusses the research methodology adopted to conduct the study. The fourth chapter discusses the empirical findings and discussion of the study. Lastly, chapter five provides conclusions, recommendations and possibilities for further research. The theoretical framework of study began by focusing broadly on the concept of knowledge management weaving its way to the specific concept of knowledge sharing. A single case research approach was adopted. All respondents were attendants of the bi-weekly knowledge sharing sessions held in the chosen bank. The empirical findings of the study revealed that there is no common awareness and understanding of the concepts of knowledge management and knowledge sharing within the chosen bank. It was further established that factors such as the role of organisational culture, leadership involvement and participation, and rewards and incentives were key factors that had the ability to either enable or hinder the knowledge-sharing within the chosen bank.
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