Thesis submitted in fulfillment for the requirements of the Degree of Master of Technology: Business Administration, Durban University of Technology, 2012. / The purpose of this study was to investigate the low rate of registration of IP rights such as patents, trademark and design rights at the DUT, through a survey conducted with the academic research staff. Managing IP at a University of Technology today has new dimensions with the implementation of the IP Act 51 of 2008. Stimulation of the development and commercialization of technology within South Africa may benefit the country and its citizens. The knowledge economy indicates that research, development and innovation are fundamental prerequisites for achieving and maintaining competitiveness and sustained growth. The researcher undertook to explore reasons for low IP registration as a means to increase such activity at the DUT. This study adopted both the qualitative and quantitative methodologies with questionnaires distributed to full-time academic staff in selected departments. Factors that contributed to the gap between academic research and intellectual property registration were examined. This study investigates activities relating to patent registration, as well as the academic performance of researchers at DUT. The literature reviewed indicated that factors affecting low intellectual property right activities at the DUT may be a lack of awareness, implications of the ownership provisions, funding and an effective institutional arrangement for the management of intellectual property. This study identified strengths and weakness of DUT‟s IP management system. It is envisaged that the findings of the study will contribute to increasing IP registration at the DUT, in particular, and other UoT‟s in general. Low IP registration can be attributed to lack of understanding and awareness of the ownership provisions of the IP Act. The study highlighted lessons to be learned from universities in other countries and how the DUT‟s system can grow into an efficient and effective means of promoting national innovation and economic growth. In an increasingly global world, the ability to invent, design and manufacture goods and services that people want is more vital to our future prosperity than ever.

Since returning from virtual obscurity following the demise of apartheid in 1994, South Africa has endured eight years of aggressive transition across nearly all aspects of its social, political and economic infrastructure. Historically recognised for its underlying wealth of natural resources, recent efforts in South Africa have sought to develop the nation's intellectual capabilities and productivity. To establish South Africa's advancement in respect its transition, the primary objective of this research study is to empirically investigate whether a firm 's intellectual capital can explain organisational performance. Findings from this research study will assist to determine if South African companies appear to continue to rely on traditional business practices and perceptions, that is a reliance on natural resources for wealth creation, or are shifting toward a greater reliance on intellectual capital factors of production in determining company performance. The contribution of intellectual capital to company performance in the South African economy was examined using three different models. Model I - part A was designed to establish the decisive business resource in creating wealth in the South African economy? Model I - part B, Model 2 and Model 3 are proposed on the premise of the Resource Based Theory of the Firm in that, company performance is a function of the organisation's ability to acquire and deploy resources (intellectual capital) in such a way to develop a sustainable competitive advantage. Model I - part B, Model 2 and Model 3 were designed to empirically investigate the relationship between a company's intellectual capital and performance. Company performance was examined in three dimensions: productivity, profitability, and market valuation. The primary explanatory independent variable of the analysis was intellectual capital performance. For Model 1 part B and Model 2 a within industry analysis was designed. Two groups of companies were defined for contrasting multiple regression analysis using the different performance measures defined as the dependent variables. Group membership was determined by the company's primary source of value creation. The low-knowledge base group derives its value from raw resource (material) extraction, fixed capital investment and the efforts of physical labour. The high knowledge-base group derives its value exclusively from the efforts of people (human capital) and the collective routine systems, processes and information within the organisation (structural capital). For Model 3 an analysis was carried out across industries and proposed, that certain industries rely more heavily upon the use of knowledge and intellectual capital in producing a company's goods or services. Model 1, empirical results suggested that the dominant business resource in the South African economy is physical and not human capital or structural capital. These results imply that South Africa has not yet manifested the primary characteristics of the Knowledge Economy. Model 2, empirical results indicated only one significant positive relationship, between intellectual capital performance and profitability. This applied to the high and low knowledgebase group. This finding indicated that the appropriate management and measurement of intellectual capital would improve company profitability. Model 3, empirical results did not . support the hypothesis, that the knowledge-base of an industry had a positive effect on the relationship between intellectual capital performance and company performance. Overall, the empirical findings, based on correlation and linear multiple regression analysis indicates, that the contribution of intellectual capital to company performance are informative, but mixed. In general, empirical findings on the one hand suggest that although physical capital is the dominant business resource in the South African economy, the more intensive a company manages and measures its intellectual capital, improved in profitability can result. On the other hand intellectual capital performance does not have a positive influence on productivity in a company nor does it have a positive influence on analysts or investors. As a result, despite efforts to improve its intellectual capital base the business environment and market in South Africa still appears to place greater weight to corporate performance based on physical capital assets. / Thesis (Ph.D.)-University of Natal, Durban, 2003.

Thesis (MPhil (Information Science))--University of Stellenbosch, 2006. / Although a number of studies into the reasons for merger failure point to cultural incompatibility as a major cause, little attention has thus far been given to the knowledge loss that occurs consequent to company mergers. Drawing on literature around knowledge, knowledge loss, reasons for mergers and acquisitions, organisational culture and merger failure, this case study examines the potential for knowledge loss in a company in the South African IT sector.

M. Tech. Business Administration / Knowledge management is considered to be a sustainable way to retain knowledge in an organisation. The overall objective of the study was to analyse and assess the state of knowledge management in South African construction and engineering consulting companies using the variables: knowledge management awareness and commitment; knowledge management maturity; and tools and strategies used in knowledge management.

Submitted in fulfillment of the requirement for Doctor of Philosophy in Management Sciences, Durban University of Technology, Durban, South Africa, 2016. / The aim of this study was the development of an Exploratory Framework of Human Capital linked to Intellectual Capital and Knowledge Management for the Durban University of Technology as a case study. The main problem revolved around the lack of an integrated road map for the identification, management and operationalisation of an integrated framework for the Durban University of Technology (DUT) in the UoT Sector, focusing on Human Capital capabilities, Intellectual Capital and Knowledge Management, which emphasised the need for this study. The three main objectives of the study were to investigate the importance and contribution of Human Capital at the DUT operating in a highly dynamic Knowledge-based Economy, to formulate strategies for the Institution to meet its Human Capital demands in the competitive Knowledge-based Economy and to develop an Exploratory Framework of Human Capital linked to Intellectual Capital and Knowledge Management for the Durban University of Technology. The research design adopted was the quantitative paradigm with a pre-coded structured close ended questionnaire comprising the 5 Point Likert Scale that was used to administer the instrument to the selected sample respondents. The questionnaire comprised of 5 Sections, each under a specific main theme related to the research topic. The target population comprised of 1874 employees at the Durban University of Technology. A computerised tool called the Excel Functionality Program was used to generate the random numbers for the sample selection for each group. The sample of 320 employees was selected using simple random sampling without replacement for both the Administrative and Academic staff members at the DUT. A total of 280 questionnaires were returned by the sample respondents. However, 8 questionnaires were discarded as they were incomplete and the final questionnaire returns equated to n = 272, namely, (118 questionnaires from the Academic Staff grouping and 154 questionnaires from the Administrative Staff). This represented a high response rate of 85% which was largely attributed to the researcher using the personal method of data collection. After the study was completed, the researcher solicited the services of a Senior Librarian to run the TURNITIN Program to test the entire thesis for plagiarism which proved useful. In the main, the analysis of the data involved the use of robust non-parametric tests for the empirical analyses using the Statistical Package for Social Sciences (SPSS) version 21 for Windows. A variety of non-parametric tests were also used to test some 71 hypotheses formulated for the various sections and components of the study as well the tenability of the Exploratory Framework (Figure 4.1) developed. Some significant findings emerged from the comprehensive statistical analyses which were also corroborated by national and international studies conducted by various researchers who also showed their concordance or discordance with the current findings and were referenced accordingly. It should be noted that the recommendations cannot be generalised to other UoTs in the HE Sector, as this was an in-house investigation involving the DUT as a case study. The main empirical findings of the study, inter alia, included the following: The value of integrating Intellectual Capital and Knowledge Management into strategic planning at the DUT, the importance of developing an operationalised Human Capital Scorecard to address the different functions of the Academic and Administrative groups respectively at the DUT and a strong emphasis and role of Strategic Human Resource Management at the DUT. Thus, the Exploratory Framework developed as a model for the DUT within the UoT Sector concomitant with the outcomes and recommendations of the study may prove beneficial for future goal oriented strategies by top management of DUT. The study concludes with suggestions for further research in this emerging field of endeavour. / D

Firstly, the study contributes to the understanding of voluntary IC disclosure practices in the South African metropolitan municipalities and therefore narrows the gap between IC theory and practice. Secondly, the findings provide valuable insights into the frequency, patterns and quality of voluntary IC disclosure in metropolitan municipalities across a three-year period. Thirdly, the results of the study may be used by various stakeholders of municipalities such as management, regulators and standard-setting bodies to improve disclosure of IC in this sector. / Financial Accounting / M. Phil. (Accounting Sciences)

Submitted in fulfillment of the requirement for the degree of Doctor of Technology: Public Management, Durban University of Technology. Durban, South Africa, 2016. / Globally, commercialization of university innovation has increased and gained in interest by universities, industry and politicians. The idea of marketing innovation produced by universities is the practice embraced in most advanced economies. However, government’s investment in R&D have not generated the anticipated return. A gap has been identified between innovation developed from publicly financed research and the failure to convert these findings into tangible outcomes. This thesis reports on an investigation of the reasons for the current low rate of commercialization of innovations at South African universities, with a view to increasing this rate. From a survey of intellectual property and technology transfer (IP&TTO) managers and interviews with individual innovators, the main contributory factors were found to be a lack of support from university management, insufficient incentives for innovators, limited access to funding opportunities, institutional bureaucratic regulations and an inefficient system of decision making with regards to intellectual property. Accordingly, the critical measures which can be modified in order to build university IP&TTO success are senior executive support for innovation and commercialization activity, a greater share of financial rewards to individual innovators and a streamlined decision making procedures concerning intellectual property assets. University, government and industry executives need to demonstrate genuine support for research and innovation development activity over the long term, allocate the necessary resources required for its success, and implement a long term strategy for intellectual property.

Submitted in fulfillment of the requirements of the Degree of Doctor of Technology: Business Administration, Durban University of Technology, 2014. / This thesis integrates social capital and ‘reasoned action’ theory to construct a theoretical model for investigating the factors which predict an individual’s intention to share tacit knowledge in a University of Technology. It utilizes Nahapiet and Ghoshal (1998: 243) definition and conception of social capital. They define social capital as “the sum of the actual and potential resources embedded within, available through, and derived from the network of relationships possessed by an individual or social unit”. This study examined tacit knowledge sharing behaviour (i.e., knowledge that is shared between individuals) within the context of social capital. The specific type of tacit knowledge that is being studied relates to work experience ‘know-what’ and ‘know-how’. ‘Know-what’ refers to the basic mastery of a discipline that professionals achieve through education and training. ‘Know-how’ refers to procedural knowledge about a business process and the individual’s capability to perform an action with an understanding of why the action is appropriate in the particular context, (i.e., action skill or applied competence). Specifically, this study examines the relationship between the structural, relational and cognitive dimensions of social capital and the individual’s attitude towards the sharing of tacit knowledge. It further examines the relationship between the individual’s attitude towards tacit knowledge sharing, their perceived norms and perceived behavioural control over the sharing of tacit knowledge (mediating variables) and their intention to share tacit knowledge. It is a case study which consists of a mixed methods research design, incorporating nine research interviews and five hundred and fifty four self administered questionnaires. The theoretical model is examined using structural equation modeling (SEM) and as a result of the findings, the initial model is revised into a set of theoretical models, which are tested using SEM and found to be consistent with the data (i.e., a good fit). The direct, indirect and total effects of the identified predictor (social capital) and mediating variables (‘reasoned action’) on the individual’s intention to share tacit knowledge, in each model, is examined and the results are presented. Each dimension of social capital is found to be significant for predicting the criterion variable ‘attitude towards tacit knowledge sharing’. The individual’s attitude towards tacit knowledge sharing is found to be highly significant for predicting the individual’s intention to share tacit knowledge but the ‘reasoned action’ variables are found to be not as significant, particularly perceived behavioural control over the sharing of tacit knowledge. The results of this study enrich our collective understanding regarding social capital and tacit knowledge sharing behaviour. / Academy of Management, National Research Foundation, Durban University of Technology

Purpose – This research paper falls within the interpretive research philosophy and considers talent management within the field of competitive advantage. It aims to explore the organisation members’ perceptions of talent, talent management, the factors perceived to facilitate competitive advantage and the role of leadership in the facilitation of talent management. It attempts to achieve a greater understanding of talent management as practically applied by organisations. Design/Methodology – A qualitative research approach in collecting and analysing data was implemented for this particular research study to address the research problem. The research design consists of a qualitative case study of one organisation. The organisation was purposively selected due to its superior performance in its particular industry. The data was collected by using in-depth interviews and observation and analysed using qualitative content analysis. Organisational documents supplemented the data collection process. Rationale – Current talent management literature shows a lack of understanding of talent and the role leadership plays in talent management. A number of authors have called for research which focuses on the perspectives of all stakeholders, especially at the individual level. It was also suggested that greater focus is allocated to small to medium enterprises, as multi-national corporations dominated the current literature. This research paper has the potential to increase levels of understanding at both organisation and individual level. This study examined TM from a range of perspectives, focused on a smaller organisation and is one of the few qualitative studies in the world within a developing country—research that is lacking in the literature. Findings – Participants held different views on talent and talent management, supporting the lack of consensus on these topics and the lack of a standardised understanding. The findings highlight that talent management was mostly perceived to involve the correct positioning of people within the organisation and that talent involved skills, knowledge and abilities to perform their roles well. Organisational structure, processes, and the lack of leadership ability were perceived as the dominant factors affecting the effective implementation of talent management practices. Talent management was perceived as important by the middle and lower-level participants of the study and was perceived as not important by higher-level participants—a contrasting finding due to the fact that the higher-level candidates felt that it was important to retain staff, understood the consequences of staff loss and that it was difficult to replace talent. Theoretical and managerial implications – The findings correspond with previous studies that the understanding of talent management is still lacking and thus potentially jeopardizes shaping a competitive advantage. The leadership cadre at the case organisation failed to see the importance of talent management and failed to link talent management to competitive advantage and ultimately failed to strategise potential talent management practices and effective talent management implementation. The modern business environment is changing and the realisation that talent management is of crucial importance to sustained competitive advantage is becoming evident. Limitations – The main source of error was a potential bias of results and a lack of rigorous data analysis, which was overcome by attending to the reliability of the research. Future research – There is potential for further empirical research to be conducted in other industries while maintaining focus on smaller businesses. The focus must also be maintained on the perspectives of all stakeholders in organisations. / Business Management / M. Com.

It is generally acknowledged that human capital intangibles are major value drivers in the new economy characterised by information and technology. The main purpose of this study is to examine the extent to which companies listed on the Johannesburg Stock Exchange disclose information on human capital related issues. The study combined both qualitative (literature reviews and content analysis) and quantitative (survey questionnaire) methods to collect data of 60 corporate annual reports (CARs) of listed companies in South Africa from survey questionnaires administered on various categories of preparers and users of these CARs. The study made use of 91 human capital disclosure checklists developed from literature reviews for the purpose of data collection. The data analysis was done with the aid of Atlasti-a qualitative data analysis software and SPSS- a quantitative data analysis software. The findings show that majority of the items on the disclosure checklist are not yet disclosed in the CARs even though most of the items on the checklist are adjudged to be useful for organisational value creation. In view of the initial findings of this study, a human capital disclosure framework is recommended. / Business Management / D. Accounting Science