The factors that influence knowledge management in an organisation
- Authors: Mbotini, Bongani
- Date: 2019
- Subjects: Knowledge management , Intellectual capital -- Management Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/41515 , vital:36500
- Description: Through an effective system of knowledge management, organisations can evaluate which factors play in important role in ensuring that knowledge is managed well within the organisation. It is believed there are several factors influencing knowledge management effectiveness, including knowledge sharing, commitment and trust, culture, motivation and incentives, mentoring, group work, training, storytelling and networking, etcetera and also, there are various models, and analytical tools that can be used to study the relationships between some key influential factors and the effectiveness of knowledge management. Based on previous research, this study aims to identify and evaluate the key factors that influence the effectiveness of knowledge management in an organisation. Purpose: Knowledge in an organisation tends to be a resource that gets less attention and only after it has been lost or neglected, does management take a look. At this stage it is normally too late to do anything that can assist the organisation. Drawing on dilemma and previous studies done, the aim of this study is to understand and evaluate the factors that influence the effectiveness of knowledge management in an organisation. Methodology: Based on a literature review, a mixed research model is initiated integrating demographics, employee morale, organisational performance, information sharing, knowledge management strategy and a communication gap as some of the factors that have an influence on effectiveness of knowledge management. The mixed model is tested in the study using questionnaires, interviews, observations and focus group discussions. The study was done using a statistical sample of 25 participants who participated in all the forms of the study, meaning they all did the questionnaires, interviews, observation and focus groups. The analysis of the feedback resulted in both qualitative and quantitative data, hence the study had to settle for a mixed method approach. Findings: The findings point towards the general drivers and barriers to knowledge management within the organisation. The significant drivers are: mentoring, networking, training, group work storytelling. The significant identified influencers to xi knowledge management are: employee morale, information sharing, communication gap and employee tenure. Originality: The study contributes to an understanding of factors that influence the effectiveness of knowledge management in an organisation. Keywords: Information sharing, Knowledge management, Communication gap, Employee morale, Organisational performance, Mentoring, Storytelling, Networking, Training.
- Full Text:
- Date Issued: 2019
- Authors: Mbotini, Bongani
- Date: 2019
- Subjects: Knowledge management , Intellectual capital -- Management Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/41515 , vital:36500
- Description: Through an effective system of knowledge management, organisations can evaluate which factors play in important role in ensuring that knowledge is managed well within the organisation. It is believed there are several factors influencing knowledge management effectiveness, including knowledge sharing, commitment and trust, culture, motivation and incentives, mentoring, group work, training, storytelling and networking, etcetera and also, there are various models, and analytical tools that can be used to study the relationships between some key influential factors and the effectiveness of knowledge management. Based on previous research, this study aims to identify and evaluate the key factors that influence the effectiveness of knowledge management in an organisation. Purpose: Knowledge in an organisation tends to be a resource that gets less attention and only after it has been lost or neglected, does management take a look. At this stage it is normally too late to do anything that can assist the organisation. Drawing on dilemma and previous studies done, the aim of this study is to understand and evaluate the factors that influence the effectiveness of knowledge management in an organisation. Methodology: Based on a literature review, a mixed research model is initiated integrating demographics, employee morale, organisational performance, information sharing, knowledge management strategy and a communication gap as some of the factors that have an influence on effectiveness of knowledge management. The mixed model is tested in the study using questionnaires, interviews, observations and focus group discussions. The study was done using a statistical sample of 25 participants who participated in all the forms of the study, meaning they all did the questionnaires, interviews, observation and focus groups. The analysis of the feedback resulted in both qualitative and quantitative data, hence the study had to settle for a mixed method approach. Findings: The findings point towards the general drivers and barriers to knowledge management within the organisation. The significant drivers are: mentoring, networking, training, group work storytelling. The significant identified influencers to xi knowledge management are: employee morale, information sharing, communication gap and employee tenure. Originality: The study contributes to an understanding of factors that influence the effectiveness of knowledge management in an organisation. Keywords: Information sharing, Knowledge management, Communication gap, Employee morale, Organisational performance, Mentoring, Storytelling, Networking, Training.
- Full Text:
- Date Issued: 2019
Improving knowledge sharing at an automotive component manufacturer
- Authors: Makanda, Ziphozihle Marius
- Date: 2015
- Subjects: Knowledge management , Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6579 , vital:21118
- Description: In this study the survey was conducted at an automotive component manufacturer to examine the theory about what influence knowledge sharing within an organisation. The evaluation would assist in improving knowledge sharing by indicating which strategies are appropriate for management to enhance knowledge sharing within the organisation. Organisations lose expertise and knowledge because of employee movements and old employees that have retired. The literature review was done as a guidance to test what influences employees to share their knowledge. Based on the survey and literature study that was conducted it was concluded that by making resources available, employee personality traits, giving employee recognition, encouraging better social environment within the organisation and job design that would make it easy for knowledge to flow amongst employees that will elevate knowledge sharing within the organisation. The conclusion and recommendation were formulated for management at the end of the study.
- Full Text:
- Date Issued: 2015
- Authors: Makanda, Ziphozihle Marius
- Date: 2015
- Subjects: Knowledge management , Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6579 , vital:21118
- Description: In this study the survey was conducted at an automotive component manufacturer to examine the theory about what influence knowledge sharing within an organisation. The evaluation would assist in improving knowledge sharing by indicating which strategies are appropriate for management to enhance knowledge sharing within the organisation. Organisations lose expertise and knowledge because of employee movements and old employees that have retired. The literature review was done as a guidance to test what influences employees to share their knowledge. Based on the survey and literature study that was conducted it was concluded that by making resources available, employee personality traits, giving employee recognition, encouraging better social environment within the organisation and job design that would make it easy for knowledge to flow amongst employees that will elevate knowledge sharing within the organisation. The conclusion and recommendation were formulated for management at the end of the study.
- Full Text:
- Date Issued: 2015
Knowledge management strategies in engineering organisations
- Authors: Makhaba, Thembile
- Date: 2015
- Subjects: Knowledge management , Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3579 , vital:20444
- Description: Engineering is believed to be one of the oldest professions and it is estimated that engineering existed 10 000 centuries B.C (Before Christ). Engineering plays an important role in making the environment safer, making daily lives more convenient and also contributes to countries’ economic developments. Engineering has advanced in such a way that it is difficult to survive without some kind of engineering these days. The same as engineering, knowledge management also dates back to biblical times just after creation. Knowledge management is not only applied in organisations, but also within communities, societies, and families. Engineering organisations rely the most on past discoveries and product information (knowledge) in order to solve engineering related problems. Due to globalisation of markets and products, shortage of skills and technological advancement, knowledge has become one of the main competitive factors of many organisations. Therefore engineering organisations need to have knowledge management strategies if they are to stay competitive. Different engineering organisations might have similar knowledge management strategies or different knowledge management strategies depending on organisational size, structure and culture and service offered or product offered. Against this background, this study sought to discover what knowledge management strategies are currently implemented in engineering organisations and recommend on strategies that can be implemented and how they can be implemented. The study is based on a review of literature on engineering, engineering organisations, knowledge and knowledge management and a structured questionnaire on knowledge management in engineering organisations. The population for the study was all engineering organisation employees and the engineering organisations in the Eastern Cape Province of South Africa were sampled for the survey.
- Full Text:
- Date Issued: 2015
- Authors: Makhaba, Thembile
- Date: 2015
- Subjects: Knowledge management , Organizational learning
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/3579 , vital:20444
- Description: Engineering is believed to be one of the oldest professions and it is estimated that engineering existed 10 000 centuries B.C (Before Christ). Engineering plays an important role in making the environment safer, making daily lives more convenient and also contributes to countries’ economic developments. Engineering has advanced in such a way that it is difficult to survive without some kind of engineering these days. The same as engineering, knowledge management also dates back to biblical times just after creation. Knowledge management is not only applied in organisations, but also within communities, societies, and families. Engineering organisations rely the most on past discoveries and product information (knowledge) in order to solve engineering related problems. Due to globalisation of markets and products, shortage of skills and technological advancement, knowledge has become one of the main competitive factors of many organisations. Therefore engineering organisations need to have knowledge management strategies if they are to stay competitive. Different engineering organisations might have similar knowledge management strategies or different knowledge management strategies depending on organisational size, structure and culture and service offered or product offered. Against this background, this study sought to discover what knowledge management strategies are currently implemented in engineering organisations and recommend on strategies that can be implemented and how they can be implemented. The study is based on a review of literature on engineering, engineering organisations, knowledge and knowledge management and a structured questionnaire on knowledge management in engineering organisations. The population for the study was all engineering organisation employees and the engineering organisations in the Eastern Cape Province of South Africa were sampled for the survey.
- Full Text:
- Date Issued: 2015
The management of knowledge workers for the benefit of an organisation
- Authors: Javu, Thobela Terrence
- Date: 2014
- Subjects: Knowledge workers , Knowledge management , Intellectual capital
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8840 , http://hdl.handle.net/10948/d1020004
- Description: The main research problem in this study was to identify strategies that could assist South Afrian companies in managing knowledge workers for their opt imal benefit . To achieve this goal, the following act ions were ta ken: Aliterature study was conducted to identify the best strategies that South African companies could use to manage knowledge workers for optimal benefit; Following the literature review interviews were concluded with key people in the human resource and recruitment industry to determine how a knowledge worker was defined in their organisations as well as to probe what management and human resources strategies were used to manage knowledge workers to their full potential; The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of knowledge workers to determine tools and strategies managers use to manage them. The empirical results from the study showed some concurrence with best strategies suggested from the theoret ical study. In essence, the study revealed that knowledge was well managed in the organisations where the study was conducted and that the knowledge workers were motivated and productive. However, it appeared that there was uncer tainty around the remuneration, rewards and recognition of these employees, which could ultimately reflect in less promising levels of commitment and lower levels of retention. The main findings were that: knowledge workers should be recognised for their good performance by providing financial incentives; knowledge workers should be provided with opportunities to continuously develop their competencies but be allowed to craft their own developmental experiences; knowledge workers should be empowered by delegat ing tasks to them that carry decision making responsibility and af fectinnovation; and Managers and knowledge workers should cont inuously have performance and organisational development discussions.
- Full Text:
- Date Issued: 2014
- Authors: Javu, Thobela Terrence
- Date: 2014
- Subjects: Knowledge workers , Knowledge management , Intellectual capital
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8840 , http://hdl.handle.net/10948/d1020004
- Description: The main research problem in this study was to identify strategies that could assist South Afrian companies in managing knowledge workers for their opt imal benefit . To achieve this goal, the following act ions were ta ken: Aliterature study was conducted to identify the best strategies that South African companies could use to manage knowledge workers for optimal benefit; Following the literature review interviews were concluded with key people in the human resource and recruitment industry to determine how a knowledge worker was defined in their organisations as well as to probe what management and human resources strategies were used to manage knowledge workers to their full potential; The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of knowledge workers to determine tools and strategies managers use to manage them. The empirical results from the study showed some concurrence with best strategies suggested from the theoret ical study. In essence, the study revealed that knowledge was well managed in the organisations where the study was conducted and that the knowledge workers were motivated and productive. However, it appeared that there was uncer tainty around the remuneration, rewards and recognition of these employees, which could ultimately reflect in less promising levels of commitment and lower levels of retention. The main findings were that: knowledge workers should be recognised for their good performance by providing financial incentives; knowledge workers should be provided with opportunities to continuously develop their competencies but be allowed to craft their own developmental experiences; knowledge workers should be empowered by delegat ing tasks to them that carry decision making responsibility and af fectinnovation; and Managers and knowledge workers should cont inuously have performance and organisational development discussions.
- Full Text:
- Date Issued: 2014
A knowledge management framework for automotive component manufactures in the Eastern Cape
- Authors: Lingham, Nathan
- Date: 2011
- Subjects: Knowledge management , Organisational learning , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8606 , http://hdl.handle.net/10948/1592 , Knowledge management , Organisational learning , Automobile industry and trade -- South Africa
- Description: It is estimated that each direct job in the automotive industry supports at least 5 indirect jobs in the global community, resulting in more than 50 million jobs to the global auto industry (Ellis, 2006). In South Africa the automotive sector, as an employer, is widely viewed to be second only to mining. In the automotive industry globally, it is being discovered that knowledge, as opposed to “data” or “information”, is becoming harder to locate as a knowledge-bleed is occurring due to the phenomenon of the “brain drain”, retirement of experienced professionals, changing work behaviours among the younger generations and the general lack of infusion of new talent into the South African automotive industry over the past decade (Liebowitz, 1999). This realisation has spawned a growing interest in the concept of knowledge management (KM). KM is the development of tools, processes, systems, structures and cultures explicitly to improve the creation, sharing and use of knowledge critical for decision making. The effective use of KM helps organisations to improve the quality of their decision making and correspondingly to reduce costs and increase efficiency (Kinicki and Kreitner, 2008). Most automotive Original Equipment Manufacturers (OEMs) have made some attempt at KM initiatives, and these attempts have been well-documented. However, among the automotive component suppliers, limited evidence exists of attempts at KM (Piderit, 2007). No standard KM application framework could be established in the literature for industry practitioners in automotive component manufacturers within the Eastern Cape. The aim of this research study is therefore to develop a framework for the application of KM in automotive component manufacturers within the Eastern Cape. The research consisted of a study of the knowledge management literature and the subsequent development of a knowledge management framework and empirical evaluation of the framework in the automotive component supply industry of the Eastern Cape. In conclusion the report presents a knowledge management framework which converts a company assessment to recommended corrective actions to be implemented and also presents the author’s findings, conclusions and recommendations derived from the study.
- Full Text:
- Date Issued: 2011
- Authors: Lingham, Nathan
- Date: 2011
- Subjects: Knowledge management , Organisational learning , Automobile industry and trade -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8606 , http://hdl.handle.net/10948/1592 , Knowledge management , Organisational learning , Automobile industry and trade -- South Africa
- Description: It is estimated that each direct job in the automotive industry supports at least 5 indirect jobs in the global community, resulting in more than 50 million jobs to the global auto industry (Ellis, 2006). In South Africa the automotive sector, as an employer, is widely viewed to be second only to mining. In the automotive industry globally, it is being discovered that knowledge, as opposed to “data” or “information”, is becoming harder to locate as a knowledge-bleed is occurring due to the phenomenon of the “brain drain”, retirement of experienced professionals, changing work behaviours among the younger generations and the general lack of infusion of new talent into the South African automotive industry over the past decade (Liebowitz, 1999). This realisation has spawned a growing interest in the concept of knowledge management (KM). KM is the development of tools, processes, systems, structures and cultures explicitly to improve the creation, sharing and use of knowledge critical for decision making. The effective use of KM helps organisations to improve the quality of their decision making and correspondingly to reduce costs and increase efficiency (Kinicki and Kreitner, 2008). Most automotive Original Equipment Manufacturers (OEMs) have made some attempt at KM initiatives, and these attempts have been well-documented. However, among the automotive component suppliers, limited evidence exists of attempts at KM (Piderit, 2007). No standard KM application framework could be established in the literature for industry practitioners in automotive component manufacturers within the Eastern Cape. The aim of this research study is therefore to develop a framework for the application of KM in automotive component manufacturers within the Eastern Cape. The research consisted of a study of the knowledge management literature and the subsequent development of a knowledge management framework and empirical evaluation of the framework in the automotive component supply industry of the Eastern Cape. In conclusion the report presents a knowledge management framework which converts a company assessment to recommended corrective actions to be implemented and also presents the author’s findings, conclusions and recommendations derived from the study.
- Full Text:
- Date Issued: 2011
An investigation of knowledge management practices in the Old Mutual, Buffalo City Metropole branch
- Authors: Siqoko, Kolisa
- Date: 2003
- Subjects: Knowledge management , Insurance companies -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10879 , http://hdl.handle.net/10948/252 , Knowledge management , Insurance companies -- South Africa -- East London
- Description: The study has sought to examine knowledge management practice in the Old Mutual, Buffalo City Metropole. The study has been conducted against the backdrop of measuring how far South African companies are in applying Knowledge Management (KM) tools and techniques to improve their competitive advantage. The study was conducted based on the assumption that insurance companies in South Africa are at the forefront in the use and application of technology. Various concepts are defined throughout the study. In reviewing literature for example, the study introduces the reader to various theories, views and approaches to KM. The most significant of these are the cultural and social systems approach on one hand and the product or process approach on the other. The study relied on the use of a variety of data collection methods such as questionnaires, interviews and participant observation for the purposes of collecting primary data. From the primary data collected, it was discovered that the largest number of responses came from marketing, sales and customer services departments. The employees have limited flexibility in terms of decision making and team work, due to the rigidity of tasks. The findings revealed that the company has a loosely structured infrastructure, where each strategic business unit (SBU) manages its own IT tools and documents. All these underlying aspects are not conducive to the promotion of and growth of KM in any company. The final chapter concludes with a model for KM implementation and the procedures to be followed to ensure that the practice adds value to the company.
- Full Text:
- Date Issued: 2003
- Authors: Siqoko, Kolisa
- Date: 2003
- Subjects: Knowledge management , Insurance companies -- South Africa -- East London
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10879 , http://hdl.handle.net/10948/252 , Knowledge management , Insurance companies -- South Africa -- East London
- Description: The study has sought to examine knowledge management practice in the Old Mutual, Buffalo City Metropole. The study has been conducted against the backdrop of measuring how far South African companies are in applying Knowledge Management (KM) tools and techniques to improve their competitive advantage. The study was conducted based on the assumption that insurance companies in South Africa are at the forefront in the use and application of technology. Various concepts are defined throughout the study. In reviewing literature for example, the study introduces the reader to various theories, views and approaches to KM. The most significant of these are the cultural and social systems approach on one hand and the product or process approach on the other. The study relied on the use of a variety of data collection methods such as questionnaires, interviews and participant observation for the purposes of collecting primary data. From the primary data collected, it was discovered that the largest number of responses came from marketing, sales and customer services departments. The employees have limited flexibility in terms of decision making and team work, due to the rigidity of tasks. The findings revealed that the company has a loosely structured infrastructure, where each strategic business unit (SBU) manages its own IT tools and documents. All these underlying aspects are not conducive to the promotion of and growth of KM in any company. The final chapter concludes with a model for KM implementation and the procedures to be followed to ensure that the practice adds value to the company.
- Full Text:
- Date Issued: 2003
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