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Knowledge sharing barriers in an academic library environment

  • Authors: Potgieter, Andrea , Radebe, Jabu
  • Date: 2017
  • Subjects: Knowledge sharing barriers , Knowledge management , Academic libraries
  • Language: English
  • Type: Conference proceedings
  • Identifier: http://hdl.handle.net/10210/241712 , uj:24916 , Citation: Potgieter, A. & Radebe, J. 2017. Knowledge sharing barriers in an academic library environment.
  • Description: Abstract: 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 knowledge sharing (KS) barriers identified by employees within the Library and Information Services (LIS) division at a higher education institution. The researchers 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.
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Effective knowledge sharing tools for knowledge workers

  • Authors: Prinsloo, Zachda
  • Date: 2017
  • Subjects: Knowledge workers , Knowledge management
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/283679 , uj:30605
  • Description: M.Com. (Business Management) , Abstract: This study investigated the use and perceived value of Knowledge Sharing (KS) tools among Knowledge Workers (KWs). KWs are a distinct category of specialist workers that are well educated and highly qualified in manipulating data, information and knowledge. Organisations often make significant investments in KS tools for KWs but know little about how and why KWs use them and how these tools improve their productivity. This said, KW’s have both motivators and barriers to KS and it is important to understand as only when the individual KWs knowledge is shared, can the organisation leverage the collective knowledge for competitive advantage. As such, the objectives of this study was threefold, firstly to analyse which tools KWs use to share knowledge, secondly to identify motivators and barriers to KS among KWs and lastly to recommend improvements in the effective usage of KS tools. The selected research philosophy for this study is pragmatism and focuses on practical applied research and the integration of different perspectives to assist with the interpretation of the data. A mixed method exploratory sequential design, using both qualitative and quantitative data and methods, was used for the study. KWs were divided on the type of KS tool they preferred to use, with some preferring face-to-face meetings and others preferring ICT tools including email, SharePoint and shared drives. Various factors including the KWs commitment and the system’s functionality play a role when KW’s consider KS. Recommendations to improve the effectiveness of KS tool usage in the organisation include the standardisation of KS processes, procedures and routines, as well as documented guidelines and training on KS tool usage, connecting KWs as well as improving the current KS tools used in the division. The study enables the organisation to improve their ability to select and implement effective KS tools for KW’s in the organisation.
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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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A strategy for knowledge management

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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The importance of knowledge sharing in increasing revenue collection in SARS

  • Authors: Sekane, Teboho Henry
  • Date: 2014-10-20
  • Subjects: Tax collection - South Africa , Knowledge management , South African Revenue Service , Expertise
  • Type: Thesis
  • Identifier: uj:12637 , http://hdl.handle.net/10210/12456
  • Description: M.Com. (Business Management) , The South African Revenue Service (SARS) is an organ of the state, which has a mandate of collecting revenue for the government. The organisation is faced with numerous challenges in its task of collecting revenue. The challenges include the current recession that the world economy is going through and the deliberate tax evasion by businesses and individuals. To execute its mandate effectively, the organisation has to look continuously at how it uses its internal resources and how it can effectively lower the costs of collecting revenue. This research study looks at the importance of knowledge sharing in support of revenue collection at SARS. SARS recently launched a compliance model, indicating a problem of non-compliance, which contributes to the high debt figures for the organisation, compared with some revenue authorities in Europe, North America, Australia and Africa. The focus of this research study was the two Johannesburg offices of the debt management department of SARS, Alberton and Sunninghill (Megawatt Park). A qualitative research design was chosen for this study to obtain an in-depth feel of the knowledge sharing in the organisation. Interviews were conducted with 19 respondents from the two offices and the findings are presented in table format, with a detailed illustration of the responses and quotes from the respondents. The research objectives were met and the research hypothesis was accepted. The study concludes with six recommendations and a suggestion for future research. The limitations of the study were that it was limited to the Johannesburg area and confined to the debt management department at SARS.
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Barriers of sharing tacit knowledge : A case of Gauteng agricultural SMMEs, South Africa

A framework for sharing tacit knowledge within SMMEs : a South African Study

  • Authors: Seseni, Lawrance , Mbohwa, Charles
  • Date: 2016
  • Subjects: Knowledge management , SMMEs , Tacit knowledge
  • Language: English
  • Type: Conference proceedings
  • Identifier: http://hdl.handle.net/10210/213980 , uj:21221 , Seseni, L & Mbohwa, C. 2016. A framework for sharing tacit knowledge within SMMEs : a South African Study.
  • Description: Abstract: This study aims to develop a framework for effectively sharing knowledge within SMMEs that are situated in Johannesburg, South Africa. This is a qualitative approach. It was discussed that tacit knowledge is an intangible resource and intellectual capital that is not easily transferred to other people because some employees of the employees are not eager to share their knowledge. This can be as desire of having an upper hand over their colleagues. However, this paper discovered that in order for effective knowledge sharing to take place there must be a culture of sharing within the organization, those who are sharing and receiving knowledge must be given sufficient time so that sharing may be effective, management must support their subordinates by means of giving them the resources that they may need, there must be effective teamwork, employees must be committed and motivated, effective communication and the must be trust between the employees themselves and employees and their employers. Further research should be done on the correlations between the framework’s independent variable and the dependent variables of sharing knowledge within SMMEs.
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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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The role of Scrum in knowledge sharing and collaboration of agile software development teams

  • Authors: Simwanza, Suwilotichi
  • Date: 2020
  • Subjects: Knowledge management , Agile software development , Scrum (Computer software development)
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/456460 , uj:40437
  • Description: Abstract: With the increase of management buy-in into the agile methodology, many companies within South Africa have begun adopting agile ways of work to efficiently, respond to change and be more productive. The agile framework is more than a project management methodology and can be used to promote knowledge sharing. This is fitting because agile practices often require intense collaboration and communication and therefore promotes the creation and transfer of tacit knowledge among team members. This research aims to understand the contextual experiences of knowledge sharing and collaboration for agile software development within scrum teams in South Africa. The objective is to understand the role of scrum in knowledge sharing within scrum teams and identify the effect of scrum on the knowledge sharing culture. A questionnaire containing semi-structured interview questions was used to gather responses from 61 people who make use of agile practices in their workplaces within South Africa. The data collected was analysed through thematic analysis with the support of Atlas.ti 8 Windows as a qualitative data analysis tool. The research findings indicate that agile practices do facilitate focused knowledge sharing and collaboration. The different scrum events that have been investigated in this study indicated that scrum practices increase focus and clarity, opportunities for knowledge sharing, collaboration, and further enhances motivation to share knowledge. Scrum events also influence collaboration by increasing and improving communication, creating transparency, establishing opportunities to give and receive feedback, and facilitating inspection and adaption of processes. For organizations that want to establish good knowledge management practices, implementing scrum helps facilitate knowledge sharing. Establishing good scrum practices can lead to the conversion of knowledge from one form to the other throughout the knowleade management cycle: creation, distribution (or sharing), and use. Reviewing the data collected in this research, it is clear that knowledge sharing is inherent in scrum and is made to thrive as a result of effective collaboration among team members. One limitation of this study is that it was not a longitudinal study,thereby missing out on continuous observation as a data collection method. This would have provided this study with richer data to support the supposition that scrum facilitates knowledge sharing and collaboration. Future works need to focus on utilising other agile frameworks other than the scrum to explore the opportunities of their usage in software developments contexts. , M.Phil. (Information and Knowledge Management)
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Corporate advisory networks of knowledge sharing agents

  • Authors: Stavri, Evthemia
  • Date: 2014-10-20
  • Subjects: Social networks , Knowledge management , Business analysts
  • Type: Thesis
  • Identifier: uj:12645 , http://hdl.handle.net/10210/12463
  • Description: M.Phil. (Information Management) , This study was aimed at the discovery of in corporate advisory networks who act as agents to share information and knowledge. In the current competitive and often uncertain economic business environment, savvy executives need to leverage off the expertise of their company employees in order to service their customers effectively and remain competitive. Since not all employees in the company have expert knowledge, executives need to discover the advisory networks of expert employees embedded in formal organisational structures and encourage them to share and transfer their expert knowledge to novices and/or less experienced employees. In light of the current argument, a diagnostic technique known as social network analysis (SNA) was used to map out and measure the advisory relational X-ray patterns within organisational departments and across to other functional business units. Once the patterns are discovered and the key expert networked employees identified, knowledge sharing interventions are introduced to facilitate experts to share and transfer their information, knowledge, insights and experiences to other less knowledgeable employees within the departments and across to other functional areas in the organisation. The overall objective of this study is therefore to utilise the SNA technique to discover the experts in the corporate advisory networks whom will act as agents to facilitate information and knowledge sharing in the organisation to improve other employees’ work performance thereby enabling the organisation to meet and even exceed its strategic objectives...
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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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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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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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Antecedents of innovation in organisations : a gender perspective

  • Authors: Steyn, Renier
  • Date: 2019
  • Subjects: Knowledge management , Creative ability in business , Organizational change , Technological innovations
  • Language: English
  • Type: Doctoral (Thesis)
  • Identifier: http://hdl.handle.net/10210/439403 , uj:38228
  • Description: Abstract: Background: A plethora of evidence suggests that innovation is central to organisational survival. Whilst most research points to gender diversity being useful in fostering innovation, the difference in the way men and women perceive the workplace, and the impact of these perceptions on their innovative work behaviour, are less pronounced. Aim: This research aims to assess the meaning men and women attach to organisational variables and the impact thereof on innovation. In identifying the gender-specific antecedents to innovative work behaviour, business leaders could adjust the workplace in order to optimise innovation in the workplace. Setting: Employed men and women, across several South African organisations, capable of reporting on their perception of the workplace, were included in the study. Method: A cross-sectional survey design was used to collect data on innovative work behaviour and acknowledged antecedents thereto. After eliminating instruments which were not measurement-invariant, the relationships between the variables were assessed. Results: Men perceived more support to innovate, and were marginally more innovative than women. When using instruments which were measurement-invariant, no practical significant differences in the relationships between innovation and its antecedents were found. Conclusion: While gender diversity may influence innovation in teams, gender matters little at an individual level. Men and women therefore react similarly to organisational forces. Managerial implications: Men and women react in a similar way to the variables included in the study, and the relationships between these variables are comparable across gender. Gender differentiation in arranging the work environment is therefore unwarranted. Contribution: This research presents empirical data enlightening a current socio-political matter, dealing with gender at an individual rather than at a collective level, applying state of the art methods, and concluding that at an individual level, men and women react to the workplace in no dissimilar manner. , Ph.D. (Leadership in Performance and Change)
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The importance of knowledge sharing as a strategic management tool in the public sector

  • Authors: Tebakang, Sechaba Abram
  • Date: 2017
  • Subjects: Industrial management , Knowledge management
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/272397 , uj:28993
  • Description: M.Com. (Business Management) , Abstract: This research was conducted at the Gauteng Department of Economic Development (GDED). The aim of the study was to explore the importance of knowledge sharing (KS) between employees at middle and senior management in the public sector within the GDED. A literature study was done on the importance of KS in public sector institutions and on how KS could be integrated into modern public sector institutions. Due to the focus of this study, it was more pertinent and important to see how KS can be infiltrated into the GDED, to potentially enable more effective delivery on its provincial mandate of facilitating and promoting economic growth and development in the Gauteng province. The study used a purposive sampling technique, which is also known as judgemental, selective or subjective sampling to identify respondents. Open-ended and closed-ended questions were used to elicit information from respondents. Data were collected through semi-structured interviews and the researcher used an audio recording device to record the interviews which were then transcribed into text and analysed using codes. Many authors write that the concept of knowledge management (KM) in the public sector is of relevance and of importance. This study investigates KS and KM processes within the public sector and focuses on how knowledge is created, stored, transferred and retained. This study also addresses the barriers to effective KS in the public sector and the effect of a bureaucratic structure within the public service on KS. Consequently, invaluable organisational knowledge is easily lost, making the continuity and sustainability of knowledge a challenge. On the contrary, KS has been linked with many progressive results in the past such as organisational effectiveness, organisation innovation capability; improved productivity and team performance. In turn, these results contribute to the sustainability of an organisation. The study analyses the valuable inputs of respondents from the GDED and these contributions were used to make recommendations on how KS can be applied at the GDED. Special emphasis was also placed on how the GDED can make productive use of its existing knowledge repository system called Livelink. A final recommendation is made to the GDED to apply retention strategies in order to sustain its mandate of economic growth, development and inclusivity in the Gauteng Province...
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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 – 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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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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