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.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nwu/oai:dspace.nwu.ac.za:10394/4806 |
| Date | January 2010 |
| Creators | Conradie, Pieter Jacobus |
| Publisher | North-West University |
| Source Sets | South African National ETD Portal |
| Detected Language | English |
| Type | Thesis |
Page generated in 0.0029 seconds