Knowledge management for poverty eradication: a South African perspective

2018 ◽  
Vol 16 (2) ◽  
pp. 193-213 ◽  
Author(s):  
Madeleine Fombad
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Human Development ◽  
Management Strategy ◽  
The Body ◽  
Poverty Eradication ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
The Poor ◽  
Conceptual Paper

PurposeThis paper aims to explore poverty issues in South Africa, to investigate some of the key contributions that knowledge management can make in the eradication of poverty and to suggest a strategy of knowledge management for poverty eradication in South Africa.Design/methodology/approachThis is a conceptual paper. Secondary data sources, in the form of journal articles, policy documents, newspaper articles and the internet, were consulted.FindingsThis paper contributes to the debates on moving towards an integrated poverty strategy that goes beyond reducing poverty by simply raising national income. The paper advocates for a contextualised knowledge management strategy tailored to specific poverty intervention projects and communities. It also suggests that a knowledge management strategy will result in permanent investment in knowledge and the human development of people.Research limitations/implicationsGiven that this is a conceptual paper, the paper recommends empirical future studies that will implement this strategy within specific poverty-stricken communities in the country.Practical/implicationsThe paper raises awareness among policy and decision-makers of the importance of knowledge management as a tool for poverty eradication. In the knowledge economy, knowledge assets – other than the tangible assets of financial capital and local infrastructure – are the prime creator of wealth. It adds to the body of knowledge on knowledge management for poverty eradication by the World Bank and other international organisations.Social implicationsA knowledge management strategy will create an environment in which human development is attained and the minds of the poor are transformed. It will enhance policy formulation and implementation, empower the poor and create a learning organisation.Originality/valueThe paper presents a proposed strategy for knowledge management for poverty eradication in South Africa.

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

A knowledge management super-strategy fueled by big data

2019 ◽  
Vol 35 (1) ◽  
pp. 22-23
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Strategy ◽  
Design Methodology ◽  
Business Value ◽  
Content Type ◽  
Pertinent Information ◽  
Conceptual Paper ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper proposes a model for growing company competitive advantage into the future by integrating a knowledge management strategy with progressive insights from Big Data and artificial intelligence. The ultimate strategic aim here is to create and codify intellectual capital that adds business value. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The only constant is change

2017 ◽  
Vol 33 (6) ◽  
pp. 35-37
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Knowledge Management Strategy ◽  
Global Marketplace ◽  
Content Type ◽  
National Bank ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings In an increasingly volatile and disrupted global marketplace, organizations need to enact change faster and more often to stay competitive. Change, however, is often met with resistance by employees, as it forces them out of their comfort zones and into uncertainty. Imran et al. (2017) have looked at the National Bank of Pakistan to see how change can be successfully implemented. To implement change successfully, the correct knowledge management strategy needs to be identified and engaged. Understanding this can aid the readiness for the change phase, as well as reduce cynicism within the workforce. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Developing a knowledge management strategy for data analytics and intellectual capital

2018 ◽  
Vol 26 (3) ◽  
pp. 400-419 ◽  
Author(s):  
Harold D. Harlow
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Data Analytics ◽  
Management Strategy ◽  
Management Tool ◽  
Social Implications ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Strategic Intent

PurposeThis paper aims to build on current analytics and Big Data definitions and strategies from the literature to develop an overall strategic model connecting knowledge management strategy (KMS) for intellectual capital (IC) acquisition and business use. It also extends the IC research stages to a fifth stage of IC research including IC strategic intent.Design/methodology/approachA literature review highlights the connections among strategic intent, firm strategy, KMS and a data analytics strategy aligned with firm and KMS strategic intent. An extended model of the interrelationships is developed from the prior research.FindingsA model framework was developed from the literature that connects Big Data to achieve the goals of a firm KMS and demonstrates how Big Data analytics (BDA) needs to shift from being a tactical tool to a strategic knowledge management tool directed by the overall strategy and strategic intent of the firm.Research limitations/implicationsThe model presented needs to be empirically tested over a sample of companies and periods to determine if performance improves using this model.Practical implicationsUse of this model proposes that strategic intent will be enhanced and improve the capture of intellectual property derived from advanced analytics and increase sustainable advantages at firm.Social implicationsThe social implications of lack of strong privacy laws coupled with the possible elimination of millions of knowledge worker jobs creates a pressing need for more research into and identification of firm’s and government’s Big Data strategic use for both good and perhaps evil.Originality/valueThe research in this paper extends current models of IC development and adds strategic intent and collective intelligence as the fifth stage of IC research and presents an overall KMS/BDA model.

Secrets and knowledge management strategy: the role of secrecy appropriation mechanisms in realizing value from firm innovations

2019 ◽  
Vol 23 (2) ◽  
pp. 297-312 ◽  
Author(s):  
David Hannah ◽  
Michael Parent ◽  
Leyland Pitt ◽  
Pierre Berthon
Keyword(s):  
Knowledge Management ◽  
Management Strategy ◽  
Design Methodology ◽  
Organizational Dynamics ◽  
Extensive Literature ◽  
Negative Effects ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Practical Implications

PurposeThe purpose of this paper is to explore in depth the mechanisms that organizations use to keep their innovations secret. This paper examines how, when and why secrecy appropriation mechanisms (SAMs) can enable innovators to appropriate value from their innovations.Design/methodology/approachBuilding from an extensive literature review of innovation and secrecy, the paper presents a number of implications for theory and research in the form of testable propositions.FindingsThis conceptualization proposes that SAMs can have both positive and negative effects on a number of organizational dynamics. SAMs involve tradeoffs, and the key to understanding whether they create value to organizations lies in understanding that these tradeoffs exist and the nature of these tradeoffs.Practical implicationsWhile most managers recognize the importance of secrecy in innovations, many struggle with the practical challenges of doing so. The paper presents guidance for managers to overcome these challenges.Originality/valueThis paper adds to previous research that has identified secrecy as an important appropriation mechanism for firms by digging deeper into the details of SAMs and exploring their sources, characteristics and effects.

scholarly journals Strategic knowledge management and evolving local government

2018 ◽  
Vol 22 (1) ◽  
pp. 219-234 ◽  
Author(s):  
Harri Laihonen ◽  
Sari Mäntylä
Keyword(s):  
Knowledge Management ◽  
Local Government ◽  
Public Management ◽  
Management Strategy ◽  
Strategic Knowledge ◽  
Performance Information ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
New Public ◽  
Strategic Knowledge Management

Purpose The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. The purpose of this paper is to elaborate the key elements of a public organization’s knowledge strategy and shows how knowledge management can support public management. Design/methodology/approach A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management. Findings The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information. Practical implications Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city’s strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue. Originality/value This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management, and second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

Knowledge management strategy: an organisational development approach

2019 ◽  
Vol 25 (7) ◽  
pp. 1474-1490 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Strategy ◽  
Growth Stage ◽  
Business Processes ◽  
Explicit Knowledge ◽  
Growth Stages ◽  
Organisational Development ◽  
Knowledge Management Strategy ◽  
Content Type

Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

A strategy for knowledge management

2007 ◽  
Vol 11 (6) ◽  
pp. 3-15 ◽  
Author(s):  
Martina E. Greiner ◽  
Tilo Böhmann ◽  
Helmut Krcmar
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Management Strategy ◽  
Small Sample ◽  
Process Efficiency ◽  
Organizational Environment ◽  
Knowledge Management Strategy ◽  
Content Type ◽  
Organizational Unit ◽  
Knowledge Management Initiatives

PurposeThe purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives.Design/methodology/approachThis paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated.FindingsThe findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations.Research limitations/implicationsThe paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations.Practical implicationsThe paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective.Originality/valueThe paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.

scholarly journals Leadership Styles and Knowledge Management Strategy in Malaysian SMEs

2020 ◽  
Vol 11 (1) ◽  
pp. 124
Author(s):  
Sivachandran Narayanan ◽  
Devika Nadarajah ◽  
Sultan Adal Mehmood ◽  
Nur Farhana Abdullah
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Leadership Styles ◽  
Leadership Style ◽  
Management Strategy ◽  
Collaborative Leadership ◽  
Knowledge Management Strategy ◽  
Conceptual Paper

This conceptual paper aims to explore the link between leadership styles and SMEs’ knowledge management strategy. While previous studies have explored different leadership styles’ impacts on knowledge management strategy, they have not illuminated ‘why’ a specific style is more effective. Therefore, this paper fills the gap in the literature by answering two questions: (1) What leadership style is apt to promote knowledge management strategy within SMEs? and (2) Why is the particular leadership style appropriate in SMEs? This paper reviews research related transformational, transactional, servant, paternalistic, facilitative and collaborative leadership, and concludes that transformational leadership is imperative for Malaysian SMEs’ knowledge management. The key implications of this paper are: (1) it sheds light on leadership and knowledge management in SMEs in particular, and (2) it posits transformational leadership as the most appropriate style for knowledge management strategy in Malaysian SMEs.

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