The objectives of this study were to (1) establish whether a relationship exists between individuals’ perception of organisational culture, measured by the South African Cultural Instrument (2005) and lifelong learning, measured by the Dimensions of the Learning Organisation Questionnaire (2003); and (2) determine whether the participants differed with regard to these variables in terms of sociodemographic contextual factors such as age, race, gender, education, years of service, disability status and job level. A quantitative study, using primary data, was conducted on a convenient sample (N=257) of full-time public service officials in a South African public service organisation. Correlational and inferential statistical analyses revealed statistically significant positive relationships between individuals’ perception of organisational culture and lifelong learning. Significant differences were found in the perception of these variables for individuals with different years of service and for individuals of different age groups. The findings should contribute valuable knowledge to the field of organisational behaviour, which could be used to promote a lifelong learning culture in public service organisations. The study concludes with recommendations for future practice / Industrial & Organisational Psychology

The purpose of this study is to describe and understand how the work with Knowledge Management (KM) is performed in the Swedish construction process of condominiums/rental apartments. This in order to develop a conceptual framework of the influence of culture, collaboration and trust on KM (tacit knowledge, explicit knowledge, the KM process, and knowledge sharing and transfer) in the Swedish construction process of condominiums/rental apartments.The purpose of this study is to describe and understand how the work with Knowledge Management (KM) is performed in the Swedish construction process of condominiums/rental apartments. This in order to develop a conceptual framework of the influence of culture, collaboration and trust on KM (tacit knowledge, explicit knowledge, the KM process, and knowledge sharing and transfer) in the Swedish construction process of condominiums/rental apartments. The theoretical framework consists of classical KM theories in order to develop a knowledge base for the concept of KM. The classical KM theories are presented together with more recent theories concerning KM. Influencing factors such as culture, collaboration and trust are added to the theoretical framework in relation to KM in order to present the human factors of KM (non-IT KM). There has also been a focus on knowledge sharing and transfer since they are of great importance in the specific research context of this study.  The findings was that culture, collaboration and trust have a strong impact on the way the different parties work with KM. Therefore, these concepts are found to be essential for enabling an effective KM, especially knowledge sharing and transfer. The parties do not have an extensive formal KM strategy that includes technological parts. Nor do they have a formal strategy that deals with culture, collaboration and trust and therefore they rely on the relationships and the human factor.

Abstract In this research, we aim to look at the inner workings of Lead Generation and Add-on Sales through the eye of the people working directly with it. We do that with the objective of understanding what contributes positively to its success and what can cause problems or hinders it throughout all its stages from generating innovative ideas to implementing and selling them. We have chosen a qualitative method to conduct this study using an interpretive paradigm in performing our analysis of the findings. The data was collected by organizing interviews with participants that we selected in collaboration with Telco’s researchers. The interviews were recorded, transcribed and coded to form our primary data. In addition to that, we have used vast secondary data that was deemed to be relevant to the subject we were researching. After analyzing the results and findings, we look to answer the research questions, which concern the difficulties accompanying the innovative process between initiating an idea and implementing it as well as identifying the enablers and hindrances that arise during the operations of these innovative initiatives called Lead Generation and Add-on Sales. Once factors were identified, further analysis is performed to discuss if these factors are hindrances or enablers to the innovative initiatives at Telco. The frontline employees’ new business ideas (leads) or add-on sales are added as inputs to the ICT systems of this initiative and follow to subsequent phases until reach the commercialization phase in case they succeed, all the phases and processes occur through the ICT systems. In the context of this research, technology plays a key role and not only make the Lead Generation and Add-on sales processes viable but is also a factor that can either facilitate or impede potential leads or add-on sales to succeed. We put forward a model to better illustrate our findings and clarify the reasoning behind them. Despite the delimitations in terms of scope of this research, we believe that our findings and analysis can play a role in contributing to the understanding of factors that can be a barrier in the pursuit for innovation.

Businesses and governmental agencies are increasingly reliant on virtual teams composed of team members in different location. However, such virtual teams face all the interpersonal challenges inherent in working in a group, plus additional challenges that are a consequence from communicating through electronic methods. Numerous technological tools are available to facilitate electronic communication, and some organizations provide Collaborative Technology Skills Training (CTST) to virtual team members to help them select and use these tools. In this study, the researcher investigated whether CTST improves virtual team effectiveness by quantifying relationships between CTST and five components of team effectiveness: knowledge sharing, trust, cohesion, performance, and satisfaction. The researcher designed a survey based on an extensive literature review to allow respondents to quantify and describe their virtual team experiences, including information on any CTST they received and their perceptions of the five components of team effectiveness. Prior to the main research study, a panel of experts used the Delphi method to evaluate the survey, commenting on structure, content, and applicability to the research questions. The researcher then evaluated the temporal reliability and internal reliability of the survey. For the research study, the researcher invited over 1000 members of virtual teams to complete the online, self-report survey. Data were analyzed using MANOVA to investigate and confirm that CTST significantly affected components of team effectiveness. Results of this study can be used to improve CTST, thereby increasing the effectiveness of virtual teams.

Knowledge sharing has presented a challenge for organizations in the 21st century. Tangible organizational assets decrease in value when they are used while knowledge increases in value as they are used. Sharing knowledge has enabled organizations to obtain a competitive advantage. A large part of knowledge sharing research is technical in nature with limited consideration of the human and individual challenges that encompass each organization. This exploratory research presents an understanding of knowledge sharing in the terms of individual values of people in a closed information organization. The organizational entity that was studied is within the United States Federal Government. The research questions attempted to understand (1) what role individual values played towards maximizing knowledge sharing, and to identify what were the (2) fundamental, and (3) means objectives in a closed information environment organization. The goals were achieved by operationalizing the value-focused thinking methodology to identify fundamental objectives for knowledge sharing and means of achieving them in an organizational context. Data for the study was collected through in-depth interviews with organizational stakeholders about their values toward maximizing knowledge sharing. A comprehensive individual value hierarchy was created through 33 interviews of closed information environment organizational personnel. This resulted in a total of 141 individual values towards maximizing knowledge sharing in a closed information environment organization. Analysis of the data provided suggestions and objectives that were essential in knowledge sharing and the broader context of knowledge management. The validated fundamental and means objectives discovered for the closed information environment organization provide a theoretical foundation and value hierarchy for maximizing knowledge sharing. Understanding values of individual stakeholders enabled the creation of objectives that leveraged, but not solely depended upon technology, as the solution. A total of 10 fundamental and 14 means objectives were identified. The results provided a theoretical framework and value hierarchy for considering knowledge sharing in a manner that accounts for content and relational epistemological issues. Researchers and practitioners were presented with an understanding of knowledge sharing enablers in terms of the values of people from an organizational perspective.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Exxaro Resources is a diversified resources company with a commodity portfolio of coal, mineral sands, base metals and industrial minerals. Exxaro acquired Namakwa Sands in 2008 to increase its market share in the mineral sands industry and to exploit synergies within its mineral sands commodity business. Effective knowledge transfer was identified as an important lever to ensure return on investment with the Namakwa Sands acquisition. The objective of this research project was to follow an academic approach to design a theoretical framework for post-acquisition knowledge transfer to exploit synergies within the Exxaro Sands Commodity Business (CB). A qualitative theory building research method was followed to facilitate the research process and the development of the conceptual framework. Primary data was gathered by conducting interviews with role players within the organisation to understand knowledge transfer requirements and barriers within the Exxaro Sands CB. The interviews were also used to obtain insights into the building blocks of a knowledge sharing strategy and practical inputs on initiatives to implement such a strategy within Exxaro Sands operations. Key findings from the interviews, combined with insights from a comprehensive literature review and strategic analysis of the organisation, were used to compile a conceptual framework for post-acquisition knowledge transfer. The framework consists of the following six interrelated constructs: • Strategy and vision: Knowledge sharing objectives must be aligned with the strategy of the organisation and should be communicated in a compelling knowledge sharing vision. • Culture: A culture conducive to knowledge transfer is required to successfully implement a knowledge-sharing programme. Culture also creates the context for social interaction that enables post-acquisition integration. • Change management: Change management is required to communicate the background, methodology and potential benefits of a knowledge-sharing programme. • Knowledge sharing resources: Knowledge sharing resources are responsible for the execution of knowledge transfer activities. Optimum utilisation of organisational resources is required to ensure operational excellence. • Knowledge sharing processes: The processes construct stipulates how knowledge will be shared and is the key mechanism for facilitating, stimulating, measuring and reinforcing knowledge transfer within the organisation. The six steps identified for the Exxaro Sands knowledge sharing process include the identification, prioritisation and benchmarking of key performance indicators, detailed analysis of the gaps, identification of initiatives to close the gaps and ongoing monitoring to track progress. • Knowledge sharing systems: A range of tools, techniques and supporting infrastructure is required to facilitate the knowledge exchange process. The existence of knowledge sharing systems underpins knowledge sharing success, but cannot achieve the aims of knowledge sharing in isolation. This framework clearly illustrates that knowledge sharing is dependent on more than just the interaction between the holders and receivers of knowledge. A formal systematic process is required to derive maximum benefit. The conceptual framework developed in this study adds value by providing this process – customised for the requirements and context of the Exxaro Sands commodity business. It is important to implement this framework in a structured fashion to provide the objectives, guidelines and milestones required for an effective knowledge-sharing programme. / AFRIKAANSE OPSOMMING: Exxaro Resources is ‘n gediversifiseerde mynbou maatskappy met ‘n kommoditeitsportefeulje van steenkool, titanium sand, sink en industriële minerale. Exxaro het Namakwa Sands oorgeneem in 2008 om sy markaandeel in die titanium bedryf te vergroot en om waarde uit die sinergieë met ander besighede binne die titanium sand besigheidseenheid te put. Effektiewe kennisoordrag is geïdentifiseer as ‘n belangrike hefboom om waarde te ontsluit na die oorname. Die doel van hierdie navorsingsprojek was om ‘n akademiese benadering te volg om ‘n teoretiese raamwerk te skep vir kennisoordrag wat maksimum waarde kan ontsluit binne die Exxaro Sands Kommoditeit Besigheid. Die gekose navorsingsmetodiek was kwalitatiewe teorie bou. Dit is gebruik om beide die navorsingsproses te fasiliteer en om die konsepsuele raamwerk te ontwikkel. Primêre data is ingesamel deur onderhoude te voer met belangrike rolspelers in die organisasie, wat lig gewerp het op kennisoordrag-vereistes en struikelblokke. Die onderhoude het ook die hoeksteen gevorm vir die kennisoordrag-strategie, en het praktiese insette gelewer oor hoe om die strategie te implementeer by Exxaro Sands. Kritiese bevindinge van die onderhoude, saam met insig uit ‘n omvattende literatuurstudie en strategiese analise van die besigheid is gebruik om die raamwerk vir kennisoordrag te ontwikkel. Die raamwerk bestaan uit die volgende ses interafhanklike afdelings: • Strategie en visie: Doelwitte vir kennisoordrag moet belyn wees met die besigheidstrategie en moet gekommunikeer word deur middel van ‘n aangrypende kennisoordrag visie. • Kultuur: ‘n Kultuur wat kennisdeling onderskraag word benodig om ‘n kennisoordrag-program suksesvol te implementeer. Kultuur skep ook die konteks vir sosiale interaksie wat integrasie van die verskillende besighede aanhelp na ‘n oorname. • Bestuur van verandering: Die bestuur van verandering is onontbeerlik om die agtergrond, metodiek en moontlike voordele van kennisoordrag-programme effektief te kommunikeer. • Kennisoordrag hulpbronne: Kennisoordrag hulpbronne word benodig om die kennisoordrag aktiwiteite uit te voer. Die optimale gebruik van hierdie hulpbronne is noodsaaklik om operasionele voortreflikheid te verseker. • Kennisoordrag prosesse: Die kennisoordrag prosesse dui aan hoe kennis oorgedra sal word en is van kritiese belang vir die fasilitering, stimulasie, meting en versterking van kennisoordrag. Daar is ses stappe geïdentifiseer in die proses, naamlik identifisering, prioritisering en “benchmarking” van sleutel besigheidsdrywers, ‘n analise van die gapings, identifisering van aksies wat die gapings kan uitwis en monitering van inisiatiewe. vii • Kennisoordrag stelsels: ‘n Versameling gereedskapstukke, tegnieke en ondersteunende infrastruktuur word benodig om die kennisoordrag-prosesse te ondersteun. Alhoewel die stelsels die prosesse onderskraag kan dit kennisoordrag nie in isolasie laat plaasvind nie. Die raamwerk illustreer dat kennisoordrag binne en tussen organisasies afhanklik is van veel meer as net die interaksie tussen die houers en ontvangers van kennis. ‘n Formele, sistematiese benadering word benodig om maksimum waarde te ontsluit. Die konseptuele raamwerk wat in hierdie studie ontwikkel is verskaf hierdie benadering, en is doelgerig vir die gebruik en konteks binne die Exxaro Sands Kommoditeit Besigheid. ‘n Gestruktureerde implementeringsproses word benodig om te verseker dat die doelwitte, riglyne en mylpale vir effektiewe kennisoordrag bereik word.

Individually held knowledge is one of an organization’s most valuable assets. The extent to which an organization can leverage that asset depends on its members’ not only applying knowledge in their work, but also exchanging and transferring knowledge with others in the organization. We still know very little, however, about why some knowledge workers are more or less willing to share their specialized knowledge with others. I argue that a robust explanation can be found in the risks or opportunities that knowledge sharing poses to personal identity. Specifically, knowledge workers’ willingness to share knowledge with others can be explained by the importance they place on that component of personal identity associated with expertise (i.e., their expertise identity). I systematically explore contingency factors that might influence the effect of knowledge workers’ expertise identity on their willingness to share knowledge, including other aspects of the self, dyadic social relationships, team identification, and the organizational environment. Finally, I argue that the effects of people’s knowledge sharing will be evidenced in the learning outcomes realized by those around them. I conducted a cross-sectional survey study at a national engineering firm. The final sample included 221 members of 40 continuing teams (55% response rate). In addition to self-report data, surveys captured respondents’ round-robin peer ratings of fellow team members on multiple constructs, including a measure of individuals’ willingness to share their specialized expertise with others in terms of sharing the full range of personal techniques, reasoning, and experience that form the basis of their own mastery. I conducted analyses using multilevel modeling and social relations modeling techniques. Results supported 4 of 6 hypotheses. An individual’s willingness to share knowledge with others was higher when expertise identity was high and dyadic trust, receiver expertise, and team identification were also high. Further, people with high expertise identity were less willing to share knowledge than people with low expertise identity when dyadic trust, receiver expertise, and team identification were low. Implications of these results, limitations of the study, and directions for future research are discussed. / text

<p>The necessity of managing the tacit knowledge sharing is becoming more significant because of the upcoming demographic changes facing companies all over the industrialized part of the world. The so called baby boomers born in the middle part of the 20th century will soon reach the retirement age and this is anticipated to create an extensive loss of knowledge. In light of that, companies face a dilemma when over bridging the knowledge gap between their more experienced senior employees who have accumulated plenty of knowledge and the novel ones. It opens the discussion concerning how to “capture” that knowledge since it is the competitive advantage in the contemporary world. This is particularly sensible for knowledge-based firms which are the main focus of this study.</p><p>Scholars have developed different approaches of the knowledge sharing phenomenon, but still there is a lack of understanding regarding how this abstract process should be supported in a daily basis. This work investigates the factors that aid or hinder the knowledge process within consulting firms as a prerequisite to reach a greater awareness of the particular setting that will foster the sharing. Supported by a theoretical background, this was accomplished by following a systems approach, favoring qualitative methods. The empirical data was collected using semistructured qualitative interviews within the headquarter offices of Pricewaterhouse Coopers in Stockholm, Sweden.</p><p>The exploratory results suggest that by converging specific aspects, consulting firms can overcome the most common barriers when sharing knowledge transfer. Furthermore, it is pointed out the positive conditions a firm has to develop as well as Theoretical and Managerial implications.</p>

The purpose with this research is to increase the understanding of how important knowledge sharing is within companies. It is also important to examine the institutional environment within countries and how this can affect a small and medium sized enterprise. In order to research these aspects we formulated a research question that resulted in; How can the institutional environment in different markets affect the knowledge sharing within an SME?                                                                    In our literature review we define what knowledge is and how it can be shared within companies. To get the understanding of the institutional environment we used a model that defines the different aspects that can impact companies within the society. We also examine what categories small and medium sized enterprises (SME) compared to large firms. To gather our information for our research we used a qualitative method with an abductive approach. We conducted a case-study about Scandinavian Orthopedic Laboratory (SOL). In the empirical chapter the respondents answers were structured so that we in the analytic part could compare and analyze the answers compared to the theory.   The conclusion indicates that the institutional factors within the society do affect companies, some factors more than others. Being an SME has made the knowledge sharing easier but it also indicates that it is important that everyone is included in the decision-making. / Syftet med den här uppsatsen är att öka förståelsen om hur viktigt kunskapsöverföring är inom företag. Det är också viktigt att undersöka den institutionella miljön inom länder och hur den miljön kan påverka små till medelstora  företag. För att kunna undersöka dessa olika aspekter har vi formulerat en forskningsfråga; Hur kan den institutionella miljön inom olika marknader påverka kunskapsöverföring inom ett SME?   I vårt litteraturavsnitt definierar vi vad kunskap är och hur kunskap kan bli överfört inom företag. För att få en förståelse om den institutionella miljön använde vi oss av en modell som definierar olika aspekter som kan påverka företag inom samhället. Vi undersöker också vad som kategoriserar ett litet till medelstort företag (SME) jämfört med ett stort företag. För att få den informationen som vi behöver för vår undersökning har vi använt oss av en kvantitativ undersökningsmetod med en abduktiv ansats. Vi genomförde en fallstudie om Scandinavian Orthopedic Laboratory (SOL). I det empiriska kapitlet har intervjupersonerna svar blivit konstruerade så att vi i det analytiska kapitlet kunde jämföra och analysera svaren jämfört med teorin.   Slutsaten visar på att de institutionella faktorerna inom ett samhälle påverkar företag, vissa mer än andra. Att vara ett litet till medelstort företag har gjort kunskapsöverföringen enklare men det visar också på att alla inom företaget ska vara inkluderade i beslutsfattandet.

It has been recognised that the ability to communicate the meaning of concepts and their intent within and across system boundaries, for supporting key decisions in product design and manufacture, is impaired by the semantic interoperability issues that are presently encountered. This work contributes to the field of semantic interoperability in product design and manufacture. An attribution is made to the understanding and application of relevant concepts coming from the computer science world, notably ontology-based approaches, to help resolve semantic interoperability problems. A novel ontological approach, identified as the Semantic Manufacturing Interoperability Framework (SMIF), has been proposed following an exploration of the important requirements to be satisfied. The framework, built on top of a Common Logic-based ontological formalism, consists of a manufacturing foundation to capture the semantics of core feature-based design and manufacture concepts, over which the specialisation of domain models can take place. Furthermore, the framework supports the mechanisms for allowing the reconciliation of semantics, thereby improving the knowledge sharing capability between heterogeneous domains that need to interoperate and have been based on the same manufacturing foundation. This work also analyses a number of test case scenarios, where the framework has been deployed for fostering knowledge representation and reconciliation of models involving products with standard hole features and their related machining process sequences. The test cases have shown that the Semantic Manufacturing Interoperability Framework (SMIF) provides effective support towards achieving semantic interoperability in product design and manufacture. Proposed extensions to the framework are additionally identified so as to provide a view on imminent future work.