Thesis (Ph. D.)--University of North Texas, August, 2008. / Title from title page display. Includes bibliographical references.

Thesis (doctoral)--Erasmus Universiteit Rotterdam, 2008. / Description based on print version record. Includes bibliographical references (p. [353]-387) and index.

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 63-64). Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 96-98). Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 2003. / Includes bibliographical references (leaves i-v). Also available in print.

Thesis (Ph. D.)--University of California, Los Angeles, 2002. / Vita. Includes bibliographical references (leaves 188-205).

Thesis (Ph. D.)--George Washington University, 2009. / "A dissertation submitted to the faculty of the Columbian College of Arts and Sciences of the George Washington University in partial fulfillment of the requirements for the degree of Doctor of Philosophy." "August 31, 2009." "Dissertation directed by Kathryn Newcomber, Professor of Public Policy and Public Administration." Includes bibliographical references (p. 185-191).

Thesis (doctoral)--Erasmus Universiteit Rotterdam, 2008. / Includes bibliographical references (p. [353]-387) and index. Also available in print.

Thesis (Ph. D.)--University of Wisconsin, 1936. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (p. 1-5).

Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.