The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The aim of this study is to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organisational learning, and to assess the maturity level of knowledge management within the South African steel industry. Various aspects of knowledge, knowledge management and organisational learning with specific relation to sustainable competitive advantage are discussed in the literature study. During the literature research several factors which either promote or hinder the effective management of knowledge were identified and a list of lessons learned by other successful knowledge focused companies, are discussed. The critical success factors for a successful knowledge management program are also discussed. Knowledge can create a sustainable competitive advantage within an organisation, if successfully applied to make value adding decisions and to enable learning, and if it is applied to make decisions which are superior to that of its rivals across the supply chain. An integrated approach needs to be followed when KM is pursued and the knowledge must be applied to make value added decisions and facilitate learning across all processes in the value chain. The focus must be to retain an organisation’s tacit knowledge as this is a key success factor to ensure a sustainable competitive advantage. The study includes research on whether knowledge management is effectively used as a sustainable competitive advantage in the South African steel industry. The maturity level of the application of knowledge and learning principles implemented within the South African steel industry is assessed and compared to the maturity level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and distributed to determine the knowledge management and organisational learning maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in Brazil. The key problem areas as identified through the empirical research are discussed and it is concluded that South African facilities do not effectively use knowledge management as a sustainable competitive advantage. The maturity level of knowledge management in ArcelorMittal, South Africa is low compared to the maturity at Monlevade and rival companies such as Tata and Posco steel. A significant effort needs to be made in order to allow the effective creation, acquisition, sharing and leveraging of knowledge within the South African steel facilities. The key factors which constrain effective knowledge management is related to ineffective Human Resource policies, organisation structure, lack of knowledge exchange forums, collaboration and communication, coaching, and a lack of incentives to share tacit knowledge. It is also evident that knowledge is not seen as a sustainable competitive advantage by many respondents and that they perceive they do not have the time or capacity to transfer knowledge. Ten practical design principles were constructed and a knowledge management framework was developed to guide South African steel companies during the design and execution of a knowledge management programme which will ensure that knowledge management will result into a sustainable competitive advantage. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Text in English with summaries and keywords in English, Afrikaans and Zulu / Bibliography: leaves 294-314 / How does an organisation turn good results into great results? What makes one organisation good and another great? What defines high performance organisations? Which aspects within an organisation play vital roles into taking an organisation from good to great? Are some aspects more important than others, if so, which ones? These questions have been explored and researched over the years and various researchers have proposed different theories and models that impact high performance as well as definitions around high performance with mixed results. The general aim of this research was to develop and validate a High Performance Model for an IT organisation. The concept of high performance was explored in terms of how to define high performance, which high performance models and frameworks have been developed within the literature and what sustains high performance. These existing High Performance Organisation (HPO) models and frameworks were evaluated against an identified set of criteria to arrive at a definitive theoretical model of high performance. The theoretical HPO model was developed based on the evaluation of the literature reviews together with the existing HPO model of the participating IT organisation. The main purpose of the empirical research was to gather data by means of three questionnaires, over six years, which were used to statistically determine the organisational and behavioural constructs that influence High Performance in an IT organisation in South Africa. Furthermore, the researcher developed an empirical model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed and explanatory and descriptive research was used in this study. An HPO questionnaire was developed and administered to employees. Over the six years and three questionnaire administrations, 3,451 employees participated. A new best fitting HPO model was postulated based on new constructs postulated in the factor analysis. The model indicated that Leadership, Knowledge Management – team, Strategic Focus as well as Job Satisfaction especially contributed to high performance within the participating organisation, as well as that strong relationships exist between the HPO factors. This research should contribute towards longitudinal studies on high performance as well as a comprehensive understanding of the factors that influence high performance, within South Africa but also globally. The new HPO model should assist organisations and practitioners in measuring high performance in any organisation after validation. With increased competition and globalisation organisations struggle to survive, this study can provide a roadmap for organisations to obtain and sustain high performance. / Hoe kan ‘n organisasie goeie resultate in uitnemende resultate verander? Wat maak een organisasie goed en ‘n ander een uitnemend? Hoe word hoë prestasie organisasies gedefinieer? Watter aspekte binne ‘n organisasie speel die belangrikste rol om die organisasie van goed na uitnemend te neem? Is sommige aspekte belangriker as ander, indien wel, watter? Hierdie vrae is al deur die jare heen ondersoek en nagevors. Verskeie navorsers het verskillende definisies, teorieë en modelle wat hoe prestasie beïnvloed word ontwikkel, met gemengde resultate. Die algemene doel van hierdie navorsing was om ‘n Hoë Prestasie (HP) Model vir ‘n IT organisasie te ontwikkel en te bekragtig. Die konsep van hoë prestasie word ondersoek, meer spesifiek, die definisie van hoë prestasie, watter hoë prestasie modelle en raamwerke al ontwikkel is in die literatuur en wat hou hoë prestasie in stand. Die bestaande HP modelle en raamwerke word ge-evalueer teen kriteria wat vooraf geïdentifiseer is om sodoende ‘n beslissende teoretiese model vir hoë prestasie te onwikkel. Die teoretiese HP model was ontwikkel op grond van literatuur evaluasies, tesame met die bestaande HP model van die deelnemende IT organisasie. Die hoofdoel van die empiriese navorsing was om data te versamel deur middel van drie vraelyste, oor ‘n tydperk van ses jaar, wat gebruik is om te bepaal watter organisasie- en gedragsveranderlikes beïnvloed hoë prestasie in die deelnemende Suid-Afrikaanse IT organisasie. Die navorser het ook ‘n empiriese model ontwikkel om die teoretiese model te verifieer. ‘n Kwantitatiewe empiriese navorsingsparadigma, insluitend die vraelysmetode, was gevolg in hierdie navorsingstudie, sowel as verklarende en bevestigende navorsing. ‘n HP vraelys was ontwikkel en geadministreer. Gedurende die ses jaar en drie vraelys administrasies, het 3,451 werknemers deelgeneem. ‘n Nuwe en beter-passende HP model word gepostuleer, gebaseer op nuwe konstrukte gepostuleer in die faktoranalise. Die model wys dat Leierskap, Kennisbestuur—span, Strategiese Fokus, asook Werksbevrediging—veral bydra tot hoë prestasie in die deelnemende organisasie en dat sterk verhoudings bestaan tussen dié HP faktore. Die navorsing behoort by te dra tot longutidinale studies van hoë prestasie, asook ‘n omvattende begrip van die faktore wat hoë prestasie beïnvloed, op globale vlak, maar ook binne die Suid-Afrikaanse konteks. Die nuwe HP model behoort organisasies en praktisyns te help om hoë prestasie te meet in enige IT organisasie, nadat bekragtiging gedoen is. Met toenemende kompetisie en globalisering, sukkel organisasies om kop bo water te hou, dus kan hierdie studie ‘n padkaart bied na die verkryging en handhawing van hoë prestasie. / Ngabe inhlangano ikwenza kanjani ukwenza ukusuka kwimiphumela emihle ibe nemiphumela yezinga eliphezulu kakhulu? Ngabe yini okwenza ukuthi inhlangano ethile ibe yinhle kanti enye ibe sezingeni eliphezulu kakhulu? Ngabe yini okuchaza inhlangano esebenza ngezinga eliphezulu kakhulu? Ngabe yiziphi izinto kwinhlangano ezidlala indima ebalulekile ekwenzeni ukuthi inhlangano isuke ezingeni elihle iye kweliphezulu kakhulu? Ngabe kukhona izinto ezibalulekile ukudlula ezinye, uma zikhona, ngabe yiziphi? Le mibuzo iye yacutshungulwa nokucwaningwa eminyakeni eminingi kanti abacwaningi abehlukene baphakamise amathiyori ehlukene kanye namamodeli athinta umphumela wezinga eliphezulu kanye nezincazelo ngokusebenza kwezinga eliphezulu, ngemiphumela ehlukene. Inhloso enabile yalolu cwaningo bekuwukwenza kanye nokuqinisekisa imodeli ye-high performance model (HPO) ngokwenhlangano ye-Information Technology (IT). Kuye kwahlolisiswa umbono wokusebenza ngezinga eliphezulu ngokulandela indlela yokuchaza ukusebenza ngezinga eliphezulu, nokuthi ngabe yiwaphi amamodeli okusebenza ngezinga eliphezulu nezinhlaka ezenziwe ngaphansi kwemibhalo, kanye nokuthi yini ukuqikelela ukuqhubeka kokusebenza ngezinga eliphezulu. Amamodeli akhona e-HPO kanye nezinhlaka zahlolwa ngaphansi kwama-criteria aboniwe akhona ukuze kufinyelelwe kwithiyori echazayo ngemodeli yokusebenza ngezinga eliphezulu. Ithiyori yemodeli ye-HPO yenziwe ngokulandela uhlolo lwemibhalo ebuyekeziwe kanye nokulandela imodeli ye-HPO ekhona kwinhlangano ye-IT ebingenele ucwaningo. Inhloso enkulu yocwaningo olunobufakazi bekuwukuqoqa idata ngokwenza uhla lwemibuzo emithathu, esikhathini seminyaka eyisithupha, kanti yasetshenziswa ukunquma ngezinto ezihlukene eziphathelene nenhlangano kanye nokuziphatha kwayo okunomthelela ekusebenzeni ngezinga eliphezulu kwinhlangano ye-IT eNingizimu Afrika. Kanti futhi, umcwaningi wenze imodeli yobufakazi ukuqinisekisa imodeli yethiyori. Kulandelwe ipharadayimi yocwaningo lwamanani ngokusebenzisa inqubo ye-survey kanye nocwaningo lwencazelo nengcaciso okusetshenziswe kulolu cwaningo. Kwenziwe uhla lwemibuzo yeHPO yasetshenziswa kubasebenzi. Eminyakeni eyisithupha kusetshenziwswe uhla oluthathu lwemibuzo, kubasebenzi ababambe iqhaza abangu 3, 451. Imodeli engcono kakhulu ye-HPO iye yasetshenziswa ngokulandela uhlelo olusha olwenziwe kwinqubo yohlaziyo. Imodeli ibonise ukuthi Ubuholi, kanye Nokuphathwa koLwazi – ithimba, Ukugxilisa kwinhloso ethile kanye Nokuneliseka Ngomsebenzi ikakhulukazi yikho okunomthelela ekusebenzeni ngezinga eliphezulu enhlanganweni ebamba iqhaza. Imiphumela ibonise nobudlelwane obukhulu obuqinile obukhona phakathi kwezinto eziphathelene ne-HPO, ikakhulukazi phakathi Kwenhlangano Yokuphathwa Kolwazi, okuhambelane kakhulu ngokuqinile nezinto ezinhlano kweziyisishagalolunye eziphathelene ne-HPO. Ucwaningo lungathela esivivaneni ekuqondisiseni okujulile kwizinto ezinomthelela ekusebenzeni ngezinga eliphezulu, kuwo wonke umhlaba kanye neNingizimu Afrika ngokwayo. Imodeli entsha ye-HPO ingasiza inhlangano kanye nabasebenzi ekukaleni ukusebenza ngezinga eliphezulu kunoma yiyiphi inhlangano ye-IT, ngemuva kokuqinisekiswa. Ngokukhula kokuqhudelana kanye ne-globalisation, izinhlangano zikuthola kunzima ukuqhubekela phambili, lolu cwaningo lungahlinzeka ngomhlahlandlela kwizinhlangano ukuthola indlela yokusebenza ngezinga eliphezulu nokugcina lezo zindlela zokusebenza ngezinga eliphezulu. / Industrial and Organisational Psychology / D. Phil. (Industrial and Organisational Psychology)