Information Technology (IT) bank examiners have difficulty in making practical use of explicit IT knowledge documents stored in the IT examiners' document repository. This repository contains insufficient context to make it immediately and totally relevant to examiners, especially new IT examiners. At times, the document repository is not available for examiners' use due to limited remote access while examiners are in the field or during systems upgrades. In addition, there are no formal mechanisms for validating and updating the content. The purpose of this study was to ascertain whether the IT examiners information technology knowledge sharing sessions/community of practice (CoP) provide a mechanism for reusing tangible knowledge assets, transferring knowledge, improving job performance, and providing the kinds of support that benefit IT bank examiners. The participants in this study, eight IT bank examiners, work in the bank information technology regulatory environment. Their skills are in their IT domain areas such as information security, business continuity planning, and systems disaster recovery testing, IT project management, and audit rather than computer programming. Using case study methodologies, the data collected was based on questionnaires, interviews, participant observations - meeting and field notes, and storytelling notes. The field data was analyzed using selected principles from Grounded Theory - constant comparative analysis, narrative pattern analysis, and the ATLAS.ti quantitative analysis software. The study found that the examiners reported, perceived, and believed that IT knowledge sharing sessions facilitated the capturing, validating, and transferring of knowledge among IT bank examiners while improving their individual job performance. Specifically, emerging from the research were eight knowledge transfer themes that supported five benefits/critical functions of the IT knowledge sharing sessions - examiner development, knowledge transfer, social interaction, problem solving, and learning opportunities. However, a community facilitator, mutual trust, and respect among examiners and active participation in the knowledge sharing sessions are essential to the process to enable improved examiner performance and, by extension, organizational performance.

Philosophiae Doctor - PhD / The aim of this study was to propose a model of collaboration adaptable for the optimal use of big data in an organisational environment. There is a paucity of knowledge on such collaboration and the research addressed this gap. More specifically, the research attempted to establish whether leadership, trust and knowledge sharing influence collaboration among the stakeholders identified at large organisations. The conceptual framework underlying this research was informed by collaboration theory and organisational theory. It was assumed that effective collaboration in the optimal use of big data possibly is associated with leadership, knowledge sharing and trust. These concepts were scientifically hypothesised to determine whether such associations exist within the context of big data. The study used a mixed methods approach, combining a qualitative with a quantitative study. The qualitative study was in the form of in-depth interviews with senior managers from different business units at a retail organisation in Cape Town. The quantitative study was an online survey conducted with senior marketing personnel at JSE-listed companies from various industries in Cape Town. A triangulation methodology was adopted, with additional in-depth interviews of big data and analytics experts from both South Africa and abroad, to strengthen the research. The findings of the research indicate the changing role of the statistician in the era of big data and the new discipline of data science. They also confirm the importance of leadership, trust and knowledge sharing in ensuring effective collaboration. Of the three hypotheses tested, two were confirmed. Collaboration has been applied in many areas. Unexpected findings of the research were the role the chief data officer plays in fostering collaboration among stakeholders in the optimal use of big data in marketing strategies, as well as the importance of organisational structure and culture in effective collaboration in the context of big data and data science in large organisations. The research has contributed to knowledge by extending the theory of collaboration to the domain of big data in the organisational context, with the proposal of an integrated model of collaboration in the context of big data. This model was grounded in the data collected from various sources, establishing the crucial new role of the chief data officer as part of the executive leadership and main facilitator of collaboration in the organisation. Collaboration among the specified stakeholders, led by the chief data officer, occurs both horizontally with peers and vertically with specialists at different levels within the organisation in the proposed model. The application of such a model of collaboration should facilitate the successful outcome of the collaborative efforts in data science in the form of financial benefits to the organisation through the optimal use of big data.

Student Number : 9111753K - M M research report - School of Management - Faculty of Commerce, Law and Management / Employee engagement is a critical business issue for South Africa if we are to take this country to the next competitive landscape. South African business has been mired by negative perception of underperformance and uncompetitiveness from the international community for years in the past, with an over-reliance on the mining sector. From 1994, this perception has progressively improved and going forward more urgency from business is required in order to progress even further. Whilst employee engagement represents only one factor amongst a number of macro and micro issues, it is central to this country’s economy, business productivity and sustainability. In attempting to assist business in this regard, a study of factors that promote employee engagement has been investigated. The research was qualitative and quantitative in nature. A number of respondents from across the length and breath of South Africa participated in the study. Analysis was done on the results and correlation done to the propositions and the literature. The findings identified employee engagement strategy, the culture of engagement, leadership and management, talent mindset, communication and knowledge sharing, and organisations’ reputation and branding as prominent factors in business in South Africa. Resulting from the research, an employee engagement model is proposed which attempts to integrate key lessons for business.

Senior executives occupy central positions within organizations, and as such their leadership has significant impact on the outcomes of their companies, which is linked to the strategic fit between the knowledge management strategy, intellectual capital and the organizational culture. The purpose of this study is therefore to increase the understanding of how senior executives and their leadership in knowledge intense firms influence knowledge management processes and activities within their organizations. Utilizing an abductive approach on a multiple-case qualitative study of four knowledge intense firms, this study describes and explains the role senior executives and their leadership plays in the interconnected areas of knowledge management strategy, HR-strategy and knowledge sharing culture. The results of the study showed a lack of an articulated knowledge management strategy within the firms, and that utilization of knowledge management processes and activities primarily occurs operationally in common practice rather than derived from a specific central strategy. This resulted in a partial alignment with the HR-strategy with limited implementation of incentives and rewards to promote knowledge sharing within the companies. The senior executives´ leadership involvement was mainly concerned with role-modelling, adopting the role of learning enablers. However, this study suggests an overlooked importance of coaching/mentoring leadership in knowledge management processes on a senior level. The outcomes of this study provide empirical contribution and theoretical implications to existing research, and may be useful to organizations or companies in the development of knowledge management strategies and leadership development on a senior level, to facilitate an effective use of knowledge in their organizations.

Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where no existing measures were found. Hypotheses regarding the influence of distributional, procedural, and interactional justice on knowledge sharing processes were tested using structural equation modeling techniques. Based on the theory of reasoned action, which states that attitudes and subjective norms are the major determinants of a person's intention, the hypotheses examining the relationship between attitude toward knowledge sharing, subjective norm and the intention to share knowledge were supported. However, results did not support the hypothesis exploring the relationship between the organizational climate and the intention to share knowledge. The results show that all three types of justice constructs are statistically significant antecedents of organizational climate and interactional justice is an antecedent of an attitude toward knowledge sharing. The study attempts to merge streams of research from sociology and organizational behavior by investigating organizational justice and knowledge management. It contributes to theory by the development of the survey instrument, comprised of seven constructs that were developed by incorporating multiple theories to address various aspects of knowledge sharing and provide application to practice and research. It is relevant to IT managers who need to know how to design information systems that are most effective in distributing knowledge throughout organizations.

Key to achieving more effective machine intelligence is the capability to generalise knowledge across different contexts. In this thesis, we develop a new and very general perspective on knowledge sharing that unifi es and generalises many existing methodologies, while being practically effective, simple to implement, and opening up new problem settings. Knowledge sharing across tasks and domains has conventionally been studied disparately. We fi rst introduce the concept of a semantic descriptor and a flexible neural network approach to knowledge sharing that together unify multi-task/multi-domain learning, and encompass various classic and recent multi-domain learning (MDL) and multi-task learning (MTL) algorithms as special cases. We next generalise this framework from single-output to multi-output problems and from shallow to deep models. To achieve this, we establish the equivalence between classic tensor decomposition methods, and specifi c neural network architectures. This makes it possible to implement our framework within modern deep learning stacks. We present both explicit low-rank, and trace norm regularisation solutions. From a practical perspective, we also explore a new problem setting of zero-shot domain adaptation (ZSDA) where a model can be calibrated solely based on some abstract information of a new domain, e.g., some metadata like the capture device of photos, without collecting or labelling the data.

The current socio-economic and political challenges, globalisation, introduction of information technology and competition with private firms are challenging the way governments operate. In recent years, the UAE Government have thus invested heavily in the innovative projects to achieve the UAE vison 2021, which is to become one of the most innovative governments globally. Developing a better understanding of how innovation happens in governments appears to be gaining increased traction among policy makers and researchers alike. This study examined the relationship between Transformational leadership (TL), Innovation process (INN) and Knowledge sharing (KS) within public sector organisation the case of the UAE Ministry of Interior (MoI). There are several models of innovation available, however, most of them are based on product innovation and derived from private sector experiences. Moreover, there is a lack of models linking transformational leadership, knowledge sharing, and innovation within public organisation of developing countries in general and the UAE in particular The main research objective is to investigate the impact of the four main components of transformational leadership on knowledge sharing and innovation process within the public sector organisation, and the impact of knowledge sharing on the innovation process. To achieve the research objectives, a positivist paradigm is used throughout the research process. Using deductive approach, ten hypotheses were tested in the MoI context. Respondents no. The survey was administered to employees of the ministry of Interior as a method of data collection. Applying SPSS 23 and AMOS 23, the data was analysed and a structural model was developed, which can be serve as a predictive model for workplace innovation. Paragraph3 The findings of this research reveal that inspirational motivation (IM) has non-significant influence on the innovation process within the MoI, while the other three components of transformational leadership were found to have a significant influence on innovation process. Similarly, inspirational motivation (IM), and idealised influence (IF) were found to have non-significant influence on knowledge sharing. In addition, knowledge sharing (KS) was significantly associated with the innovation process. Finally, demographic variables specifically position and level of education were found to have a significant difference in terms of the respondents' views towards the innovation process within the MoI. This study contributes to the field of organizational innovation in public sector as the outcome of the research provides a specific framework for the conditions and needs of the public sector organisation. The study contributes to the theory by providing new insights into the factors that influence innovation process in the MoI. The study identifies four factors that directly and indirectly affect innovation process; these factors based on the degree of their importance are IC, IS, KS and IF. Moreover, the study contributes to the knowledge by investigating the mediating role of knowledge sharing in supporting the relationship between transformational leadership and innovation process. Finally, one major contribution of this study is the development of a 33-item instrument which measures factors affecting innovation process, particularly in the context of public sector of the UAE. From a practical perspective, MoI leaders trying to implement innovation can use the final model and set of recommendations provided to implement innovation effectively.

Communities of practice have been used as a way of sharing practice and developing knowledge. The End of Life Care Education Consortium was formed by three hospice education departments in the West Midlands, United Kingdom, with the support of the Strategic Health Authority, to provide education programmes for healthcare professionals in palliative care. As the Consortium worked collaboratively, I wanted to explore whether there was potential for it to evolve into a community of practice and whether there was scope for communities of practice being utilised in end of life care settings to share and develop practice. The literature review revealed there were no articles written on communities of practice in palliative care settings and demonstrated that the workplace is an important area for learning as new staff learn from more experienced members of the workforce. Communities of practice can be used for experienced staff to learn from each other and share practice with others from outside the community. Case study research was used to explore whether the Consortium had the potential to evolve into a community of practice and if its members learnt from each other. Members of the Consortium were interviewed using semi-structured interviews, documents including my research diary, reports and notes from meetings were also used as data. Although the findings showed that the Consortium was not functioning as a community of practice it did have the key characteristics of one and there is potential for hospices to form communities of practice to enable staff to share practice and support each other. The findings demonstrated that for a community of practice to be successful it requires the support of management to allow staff to take part in community activities, seen as an important part of the organisation’s culture and there needs to be leadership to enable the community to develop. Journal clubs, clinical supervision and multidisciplinary meetings are already in place and these could be ways of healthcare professionals sharing knowledge and learning together. The Nursing and Midwifery Council (2015) state that all nurses and midwives are required to revalidate every three years to enable them to practise as registered nurses; one of my recommendations is that communities of practice could be used to keep staff updated. Inviting healthcare professionals from outside the hospice to take part in community activities would enable knowledge to flow in and out therefore enhancing patient care.

This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed. / Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change. / Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.

With the change in the economic structures of Western industrialised countries and the shift of traditional industries towards knowledge and services in recent decades the challenge to stay competitive in increasingly globalised culturally diverse markets continues to be a priority for organisations. Of central importance is the need to acknowledge, utilise and share the diversity of employees' knowledge, particularly tacit knowledge that is ethnically influenced, a resource that is enormously rich yet overlooked, undervalued and under-utilised in the employment market. This PhD dissertation focuses on the implications of the knowledge era for how organisations manage their culturally diverse workforce. The purpose of the research is to explore the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds. Arising from an extensive review of the literature on both Diversity and Knowledge Management, a framework for a holistic Diversity Knowledge Management/Sharing (D-KM/S) Strategy was developed. This framework identified the need for organisations to develop a productive diversity management model that consists of a number of elements including a two-way communication strategy, training in cultural intelligence (CQ) and the development of opportunities for social networking through Communities of Practice. A four-phased process for the organisational journey towards a holistic D-KM/S Strategy was proposed. An initial audit of several Australian organisations recognised for their award-winning diversity management strategies confirmed the validity of this framework. The framework was then used to underpin the qualitative interpretive case study of three of the organisations that had been part of the initial audit to determine to what extent these organisations had succeeded in progressing through these phases towards the final holistic D-KM/S Strategy. In so doing, the candidate also focused on the role of the Human Resources Department (traditionally responsible for implementing diversity policy within organisations) in implementing a more holistic approach. From a comparison of the findings from the primary research the candidate concluded that while each organisation had progressed through several of the phases towards a holistic D-KM/S Strategy, they differed in their progress and none had as yet achieved the final phase. The study did identify two additional elements that require further research which relate to the potential of Information Technology to provide opportunities for social networking, and the potential of 'narrative' to be used to share culturally influenced stories. The research concludes that the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds includes: first, a productive diversity strategy that acknowledges both the explicit and tacit knowledge that a multicultural workforce brings to an organisation; and, second, processes that embed two-way communication opportunities for employees and managers, training in CQ for an increased number of managers and employees, greater support for social networking opportunities through Communities of Practice (supported by Information Technology tools), and encouragement of opportunities for employees to share cultural narratives. In addition, the thesis proposed an increased role for the Human Resources Department (working closely with line managers) in the achievement of a holistic D-KM/S Strategy.