Responding to and preventing violent conflict continue to be a major concern on the international agenda. However, the results of peacebuilding projects are often mixed and some interventions have even proven harmful in the past. In the debates on aid effectiveness, evaluations have been advocated as being an effective instrument to better understand the results of development and peacebuilding projects and thereby ultimately to improve the practice. However, despite a long tradition of evaluation utilisation research dating back to the 1970s, the effects of peacebuilding evaluations are far from being understood. The concept of evaluation use is too narrow and does not take the diversity of potential positive and negative evaluation effects into account. There is little evidence concerning the organisational factors that influence the use and effects of evaluations. Using a comparative case study analysis in three organisations implementing peacebuilding activities (Deutsche Gesellschaft für Internationale Zusammenarbeit, Saferworld and the World Bank), this study examines the roles and effects of peacebuilding evaluations within international organisations. The results show a wide range of positive and negative evaluation effects that are promoted or hindered by different attitudes and the process of the evaluation, in addition to organisational and other contextual factors. To improve our understanding of the interlinkages in this context, evaluation pathways causally linking different effects and factors are proposed.

The aim of this study was to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organizational learning, and thence assess the level of organisational learning within the ferrometallurgical industry. From the outcomes of the assessment, recommendations to improve the state of affairs were to be made. Knowledge can be defined as actionable information. The creation, acquisition, sharing and leveraging of knowledge in today's industries are critical. Knowledge is now termed the fourth productive resource, and some authors claim, with some justification, that the widespread knowledge within a company is the only source of sustainable competitive advantage. With this in mind, it is obvious that companies need to nurture knowledge creation and effective utilisation thereof in order to meet organisational goals. Knowledge can be codified if it is explicit, but needs to be transferred using personalisation if it is tacit. Implicitness of tacit knowledge further confounds the issue. Knowledge management practices underpin the process of organisational learning. The level of organisational learning within the ferrometallurgical industry in South Africa was assessed, using a survey questionnaire obtained from the Harvard Business School. The results show that the industry lags behind the medians in the ten constructs measured, and much work will be required to significantly improve the situation. Key areas of concern are in the areas of psychological safety, time for reflection, education and training, and collection of information. As a consequence, a practical strategy for improving the state of knowledge management and organisational learning in the ferrometallurgical industry was developed. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

The aim of this study was to conduct a thorough theoretical study on the relevant aspects involved in knowledge management and organizational learning, and thence assess the level of organisational learning within the ferrometallurgical industry. From the outcomes of the assessment, recommendations to improve the state of affairs were to be made. Knowledge can be defined as actionable information. The creation, acquisition, sharing and leveraging of knowledge in today's industries are critical. Knowledge is now termed the fourth productive resource, and some authors claim, with some justification, that the widespread knowledge within a company is the only source of sustainable competitive advantage. With this in mind, it is obvious that companies need to nurture knowledge creation and effective utilisation thereof in order to meet organisational goals. Knowledge can be codified if it is explicit, but needs to be transferred using personalisation if it is tacit. Implicitness of tacit knowledge further confounds the issue. Knowledge management practices underpin the process of organisational learning. The level of organisational learning within the ferrometallurgical industry in South Africa was assessed, using a survey questionnaire obtained from the Harvard Business School. The results show that the industry lags behind the medians in the ten constructs measured, and much work will be required to significantly improve the situation. Key areas of concern are in the areas of psychological safety, time for reflection, education and training, and collection of information. As a consequence, a practical strategy for improving the state of knowledge management and organisational learning in the ferrometallurgical industry was developed. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

This thesis examines the collaborative development of corporate responsibility (CR) standards from the perspective of organisational learning theory. The author proposes that standards development projects can be understood as Network Learning episodes where learning is reflected in changes in structures, interpretations and practices accompanied by learning processes. Network Learning alone is seen as insufficient to reflect the diverse contributions and outcomes in the special case of CR standards. Concepts from multi-stakeholder learning like the role of dissensus in learning and the empowerment of weaker stakeholders are therefore used to create a synthesis of the two theories in a single conceptual framework. This framework is then tested against a pilot case and three case studies of corporate social responsibility (CSR) standards including the development of the new ISO international standard on social responsibility (SR). The data validates and extended this framework to yield a Multi-Stakeholder Network Learning theory capable of describing the how participants and non-participant stakeholders learn in this context. New concepts are generated from the data, like dislocated learning, which demonstrate how participants in the process and those they represent can experience quite different learning outcomes. Stakeholders whose learning is aligned with the learning of their participant representatives truly have a stake in these influential standards. However, where representatives fail to learn from those represented, the latter's stake is diminished. By shedding light on the mechanisms of effective collaborative learning this work contributes to learning theory, the practice of standardization and the normative stakeholder empowerment agenda.

This research is concerned with investigating the externalisation, sharing and making tangible of tacit knowledge in the context of organisational learning (OL). The externalisation, sharing and making tangible of tacit knowledge can provide “inputs” for Information Systems (IS) development. This process, in turn, can become a basis for the development of a system that is capable of promoting a learning environment within the organisation. However, the externalising, sharing and making tangible of tacit knowledge, a transparent and subjective form of knowledge, needs staff members’ self-confidence and willingness to undertake it. Therefore, elements that can motivate staff members to externalise, share and make tangible their tacit knowledge or skills are needed. To undertake this, the elements of meta-abilities, understanding organisational roles, internal strengths, formal and informal discussions and rational discourse are proposed. For this research, all these propositions are integrated into a framework. Therefore, the aim of this research is to study the elements that can encourage staff members to contribute inputs for learning-based systems development. The question to be used for the research is stated as follows: How do we include individuals in the learning-based systems development? Why use meta-abilities in order to include individuals in the learning-based systems development? By answering the question this research offers the following contributions. A novel topic in the IS area, meta-abilities is discussed within the context of the IS area. By considering these elements motivation and encouragement can be offered to staff members such that a contribution to inputs for learning-based systems development can occur. The research approach undertaken in this research involved the use of a pilot and an in-depth case study, as well as interviews, observation and reference to archival documents. From the undertaken research it was concluded that the future focus for the OL-based IS development should be towards individual development strategies that develop interpretive, creative staff members. Interpretive, creative staff members in turn, are capable of externalising, sharing and documenting their own tacit knowledge based on the situational contexts and orientation. Systems analysts can study the documented inputs provided by the staff members and can codify them. This whole process will enable continuous re-examination and modification processes of organisational IS, thereby making its content become more relevant for OL.

This case study describes the learning capability of a hospital after patient incidents. The theoretical framework is based on Carroll, Rudolph and Hatakenaka’s model of four stages of organisational learning. Ten managers were interviewed and documents such as incident management policy, quality plans and incident reports were examined. The ten participants include five clinical managers who are responsible for investigating incidents and five unit managers who are responsible for signing off incident reports. This study found that incident investigations generated valuable learning for the participants. Being the learning agent, they also appeared to influence and lead team learning and, to some extent, organisational learning. Most of the participants appeared to be practising between the constrained stage and the open stage of learning. This study uncovers the concepts of preparedness, perception and persistence. The application of these exemplary concepts has strengthened the learning capability of some participants and distinguishes them as practising at the open stage of learning. By employing these concepts, The Hospital can also gain leverage to progress from the constrained stage to the open stage of learning that supports a systems approach, advocates double-loop learning and facilitates the culture of safety. This case study has found that The Hospital assumes a controlling-orientation to ensure staff’s compliance with policies and procedures to prevent patient incidents. However, it also advocates a safety culture and attempts to promote learning from patient incidents. This impetus is inhibited by the obstacles in its incident management system, the weak iii modes of transfer of learning and hindering organisational practices. Three propositions are offered to overcome these barriers. Firstly, revolutionise the incident management system to remove obstacles due to the rigid format of Incident Forms, the difficulty in retrieving information and the lack of feedback. Secondly, provide regular, safe, transparent and egalitarian forums for all staff to learn from patient incidents. Facilitated incident meetings have been shown to be more effective platforms for learning than a bureaucratic approach via policies, procedures, training and directive decisions delivered during departmental meetings or by written communications. Thirdly, attain a balance between controlling and learning to mitigate the effects of bureaucratic process and the silo phenomenon.

<p>The focus of the study is the teacher in the under-resourced schools in the townships of the Western Cape. The purpose is to discover how teachers learn to cope under adverse working conditions.</p>

<p>The focus of the study is the teacher in the under-resourced schools in the townships of the Western Cape. The purpose is to discover how teachers learn to cope under adverse working conditions.</p>

While the importance of knowledge creation and management has been widely recognised as vital to an organisation's ongoing competitiveness and success since the 1990s, there has been little systematic study of knowledge creation and transfer processes in organisations. Much of what has been reported in the literature is anecdotal in nature. Particularly lacking is research within an international context, exploring issues related to the transfer of knowledge across countries and culture. It is proposed that there is a need for theory building research in the area of knowledge transfer. Given the complex and social nature of knowledge, a qualitative approach to undertaking this research was adopted. The study is an inductive, theory-building case study in relation to a multinational company. In summary, this study evaluated the effectiveness of a best practice knowledge management program in achieving knowledge transfer in sales and marketing practices throughout the markets of Europe, Middle East, Africa and Latin America. It considered the methods by which knowledge was transferred and their relative effectiveness, and those factors which may have mediated or limited the knowledge transfer processes. The research was undertaken by the company's Knowledge Manager who had created the best-practice knowledge transfer program. The implications of this situation on the study's validity and reliability are discussed, and were taken into account in the design of the questionnaire and in the analysis of all findings. The case study site was a European-based, global travel technology company. The principal data-gathering method was a structured interview conducted by telephone with senior staff from within 28 European and Latin American markets. In total, 31 interviews were undertaken. This broad-ranging interview method gathered information and feedback on the processes used for identifying and distributing best practices in sales and marketing. The interview data were supplemented by feedback questionnaires from best practice forums, intranet usage statistics, observations from best practice forums and from interviews with staff in the central organisation. While there was evidence that knowledge transfer had occurred, the results of the study highlighted the difficulties in effectively measuring the knowledge transfer process. It is the researcher's view that clear and visible measures of knowledge transfer are not universal or even generic, but rather are to be discerned in a range of indicators across actions, behaviours, attitudes and outcomes in culture-specific settings. A time based knowledge measurement model was developed to assist in this regard. Other major outcomes from the research included: * The confirmation of the critical importance of face-to-face communication mechanisms for knowledge transfer to result in knowledge uptake. * The identification of the role of technology as an enabler of communication and distribution of knowledge, but not as a driver for action or knowledge uptake. * The recognition of the relationship between the broad factors impacting on knowledge transfer such as organisational factors, external environment and individual characteristics, in a complex and non-linear manner, suggesting that knowledge transfer is a multi-factorial process involving interacting variables to an extent greater than generally accepted hitherto. A tool for use within organisational settings has been developed in this regard. * The identification of the interplay between different individual specific characteristics or factors such as personal experience of change, experience of working in a different cultural context, ego/personality, and credibility of the person transmitting the practice which influence the decision to adopt or not adopt a practice from another market. * The identification of the need for cultural similarity and high levels of homogeneity, in terms of market maturity, market size and competitive position for practices to transfer more often between countries. * The recognition that many factors operate to influence and shape the knowledge or indeed to block the transfer of practices between countries, with resistance to other practices possibly relating to an individual's need for the application of creativity, personal ownership and control. Additionally, the researcher observed that much of the language within the existing literature describing those factors which block or limit knowledge transfer is negatively framed. The researcher believes that a change in attitude about the positive influence of an individual's filtering processes, together with a change in organisational language describing resistance to knowledge transfer, would yield a positive impact on individuals' attitudes and behaviour with regard to knowledge transfer. Several areas for further research as a result of the study were identified and include individual factors such as cultural characteristics, motivation, personality and adult learning styles. Additionally, a more detailed examination and understanding of the impact of organisational factors such as leadership and generational gaps on knowledge transfer would be of significant value to the body of knowledge.

In 1988 the New South Wales (NSW) Government was the first in Australia, and amongst the first in the world, to commit to implement accrual accounting for its General Government Sector. Subsequently, accrual accounting has been implemented by numerous governments, including all Australian governments. This thesis examines why the NSW Government decided to implement accrual accounting and the impact of this accounting change on decision making within a General Government Sector organisation. The historical account is derived from a combination of archival and oral data sources whilst an organisational learning theoretical frame is used in a single-site case study to understand the impact of accrual accounting on managerial decision making. The history of the NSW Government adoption of accrual accounting is characterised by five notable features. First, the whole-of-government initiative was implemented with remarkable speed. Second, the change was aided by the actions of an epistemic community, in which private sector consultants were most active. Third, the change was justified through expected improvements in accountability and management. Fourth, a period of resistance to the change was followed by an absence of critical discussion on the implications of the change as forces supportive of the change synergistically combined. Fifth, the change is explained by mimetic forces that initially coalesced around phantom images, presented by consultants, and subsequently recognised self-interest as an integral part of the change to accrual accounting. The impact of accrual accounting on management decision-making at an organisational level from has been mixed. Information acquisition has expanded in that new sets of accounting data are collected. However, information distribution has been unchanged by accrual accounting whilst information interpretation only marginally changed at a top management level with no discernible change at operational levels. Organisational memory has been altered by accrual accounting in that additional accounting skills and information are now held. However, use of that organisational memory is severely impeded by organisational objectives and constraints that effectively render accrual accounting information irrelevant to public sector managers’ concerns. Policy implications arising from this project are that an alternative model of accrual accounting is required together with the dual recognition that centrally imposed change may produce unpredicted change at an operational agency level and that accounting change needs to be matched to organisational characteristics. Additionally, improvements in asset management, as sought by advocates of accrual accounting, could have been delivered by non-accounting means and there is little prospect for improved managerial decision-making from the current model of accrual accounting. / http://proxy.library.adelaide.edu.au/login?url= http://library.adelaide.edu.au/cgi-bin/Pwebrecon.cgi?BBID=1375063 / Thesis (Ph.D.) - University of Adelaide, Business School, 2009