In a commercial environment that is ever changing, organisations have to constantly adapt to remain competitive. To ensure the benefits of change are achieved a coherent and structured approach to implementing change is essential, as disconnected initiatives often fail. This thesis presents a series of eight continuous improvement projects undertaken by a leading engineering design consultancy. The projects use a range of process management and knowledge management techniques to improve specific aspects of the sponsor's business, in particular how it manages its organisational knowledge, business processes and management systems. To better understand the strengths and weakness of process and knowledge management techniques, in order to see how they can be combined, the techniques are first applied separately on six projects. Based on the lessons learnt from these projects, key aspects of the process and knowledge management techniques used are then combined to create two robust business solutions that have the potential to significantly benefit the sponsor's business. In developing and implementing the solutions, to the eight specific business issues covered in this thesis, a number of key issues relating to the architecture of successful systems and the organisational change management process involved with implementing these systems are captured. These key points are summarised into recommendations focused at both academic and commercial organisations.

Zugl.: Rostock, Univ., Masterarb.

Thesis (M.Info.Sys.)--University of Wollongong, 2006. / Typescript. Includes bibliographical references: leaf 93-99.

Thesis (Ph. D.)--University of Toronto, 2005. / Includes bibliographical references (leaves 155-166).

Thesis (Ph.D.) -- University of Western Sydney, 2004. / "This thesis is presented for the degree of Doctor of Philosophy, the University of Western Sydney, College of Law and Business, School of Management, Business Information Systems, 2004" Includes bibliography.

Thesis (M.B.A.)--Carleton University, 2002. / Includes bibliographical references (p. 236-240). Also available in electronic format on the Internet.

Thesis (Ph.D.)--Murdoch University, 2008. / Thesis submitted to the Faculty of Creative Technologies and Media. Includes bibliographical references (leaves 226-242)

Research paper (M.I.M.)--Victoria University of Wellington, 2009. / Includes bibliographical references.

The KwaZulu-Natal Department of Health highlighted in the 2005-2009/2010 Strategic Plan many challenges. One of the major challenges was an inadequate management information system at Emergency Medical Rescue Services (EMRS). It was further stated that decision-making becomes risky in the absence of reliable and accurate information. EMRS provides an ambulance service to the citizens of KwaZulu-Natal. This research will focus on EMRS in eThekwini District. In order to provide the best possible service to the citizens there has to be effective information management. The questionnaire survey used in this research project attempted to reach a broad cross-section of the various groups of people (management, operations and administrative staff) who take part in information work, and hence develop a broad sense of their perceptions and beliefs about how information is managed and used at eThekwini EMRS. The answering of questions varied between the groups. This showed that managers, operational staff and administrative staff have different perceptions on information management. Some of the recommendations included: EMRS has to adopt information as a strategic resource; information must be used in addressing problem areas; staff must have access to information that EMRS gathers; and further research has to be conducted at EMRS to address the challenges the organisation faces. / Thesis (MPA)-University of KwaZulu-Natal, Westville, 2010.

Thesis (M.S. in Information Technology Management)--Naval Postgraduate School, Sept. 2004. / Thesis Advisor(s): Douglas E. Brinkley. Includes bibliographical references (p. 111-118). Also available online.