Nowadays companies have changed the way they do the business and have realized that they must explicitly manage their intellectual resources and capabilities in order to remain competitive. The consequence is a rise in demand for knowledge management professionals. Since knowledge management is an emerging discipline, presently there is no widely accepted competency framework for knowledge management professions available. A quantitative content analysis was performed using 89 job advertisements from United Kingdom, Germany, Switzerland, Austria and Ireland in order to identify competencies of knowledge management profession. The results of the study show that most of the job advertisements asked for skills in Knowledge Management Technologies which are important for knowledge management professionals to improve the effectiveness and efficiency of knowledge management processes. The study shows also that knowledge management is more than creation, capturing, sharing and using of knowledge. Moreover it proves that knowledge management does not have a set of clear job titles and that it does not provide clearly bounded set of activities and tasks. Generally much misunderstanding exists about who and what knowledge management professionals are and what kind of skills they have to possess.

Many organizations are planning and developing information systems specifically to facilitate and manage knowledge activities. Such systems are referred to as Knowledge Management Systems (KMSs). How to successfully implement KMS is an important issue that has attracted the interest of many pundits. However, KMSs are just beginning to appear in organizations. There is a general scarcity of models and frameworks available for evaluating and guiding KMS success. This study proposes a model for measuring KMS success. An empirical study was conducted to collect data. This data was empirically used to test the proposed research model. This model is derived through an analysis of current practice and outcomes of knowledge management and an intensive review of information system success literature. Five variables, system quality, knowledge/ information quality, valuation of KMS benefits, user satisfaction, and system use, are proposed as dependent variables to evaluate KMS success and their interrelationships are defined and discussed.

Thesis (M.A.)--University of Canterbury, 2007. / Typescript (photocopy). Includes bibliographical references (leaves 206-231). Also available via the World Wide Web.

Organisations in all spheres of industries are facing constant change and need to be innovative to carve out a competitive market share. Knowledge is universally recognised as the organisation’s most valuable asset and strategic resource. The competitive business environment is impelling organisations to utilise and strengthen their knowledge capital in order to manage these changes. The relationship between knowledge management and innovation is not well understood and there is a need to explicitly examine this relationship explicitly. The objective of this study is to focus on the internal environment of listed companies in South Africa and determine to what extent knowledge management practices can contribute to an organisational culture of innovation and whether or not these practices are antecedents to innovative behaviour by knowledge workers Senior members in these companies were contacted by email and requested to access a questionnaire that was available via a Web address and complete the questionnaire. All completed questionnaires were analysed, using Item analysis, multiple regression and discriminant analysis. Results show that knowledge management practices: the organisation's science and technology human capital profile and the organisation is flexible and opportunistic are important predictors of innovativeness in organisations that are perceived to have an organisational culture of innovation.

Study Supervisor: . Completed: 2008 / Purpose – To investigate the utilisation of intranet as a knowledge management (KM) tool in South African organisations Findings – The intranet is under utilised in many South African organisations, only 25 percent of the organisations represented in the survey has indicated to have been using the intranet as a tool to facilitate knowledge management. Most respondents indicated that emails and meetings were most effectively utilised as knowledge management tools in their respective organisations. The study also reveals that the content on the intranet is mainly focused on policies, employee contacts and communication bulletins. Employees do not contribute directly to the intranet content, hence the content on the intranet is mainly generic in nature; Information Technology (IT) teams, management and Human Resource (HR) teams are the main contributors of the intranet content. Research limitations/implications – Further research is needed to compare and deduce the benefits of utilising the intranet as a knowledge management tool with regard to business performance indexes such as, competitive advantage, market share, profits, long term growth, bottom line, sales, turnover, cost savings, etc.

Learning organizations is a concept which is little understood and researched in Southern Africa, particularly in Zimbabwe. The researcher chose the subject matter of learning organizations because she feels it is critical to the success of organizations. To date in most organizations the understanding of learning organizations and what they represent has been understood to a very small extent, if any at all. The concept of learning organizations has been researched and practiced mainly in the European and American parts of the world but not to the same extent in Africa. This paper seeks to examine, The extent to which organizations in Zimbabwe are learning organizations, a case study of BancABC.

The aim of the research was to investigate the prevalence of KM practices in The Department of Agriculture, Forestry and Fisheries (DAFF) (focussing specifically on the Agricultural component of DAFF) to enable its delivery on its mandate by exploring DAFF’s position in relation to specific KM enablers. / Graduate School for Business Leadership / (M.B.A)

published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / abstract / Business / Doctoral / Doctor of Philosophy

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