Masters Degrees (Information Science)

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Browsing Masters Degrees (Information Science) by Author "Booi, Bulelwa Cynthia"

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    The application of knowledge management frameworks in the public service of South Africa
    (Stellenbosch : Stellenbosch University, 2023-03) Booi, Bulelwa Cynthia; Maasdorp, Christiaan; Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science.
    ENGLISH SUMMARY: Several government departments in South Africa (SA) are implementing Knowledge Management (KM) frameworks. However, there is little academic research about actual KM practices and therefore it is not clear how the proposed KM frameworks will improve KM in the public sector. The thesis describes how government departments in South Africa are implementing knowledge management practices and seeks to determine whether and how KM frameworks are applied by government departments and to assess the current state of KM practices. This thesis described KM practices in the public sector of South Africa using a validated KM Assessment Tool (KMAT), developed by Botha & Fouche (2001). KMAT measures the key dimensions to be considered when establishing knowledge management maturity in an organization. Since KMAT was developed to assess corporations, the formulation of its statements had to be adapted slightly so that they would make sense to KM practitioners in the public sector. The thesis is aimed at providing the basis for the formulation, articulation and implementation of knowledge-based strategies, organization culture, value, structure and processes. The KMAT assessment model makes it possible to identify trends in KM practices, to identify good practices and to provide the public sector with opportunity for self-assessment and benchmarking. The thesis employs a qualitative approach for the purpose of obtaining in-depth understanding and description of the practices of KM in the public sector. Three national government departments that practice knowledge management were the cases studied. Two focus-groups with junior and middle management and three semi-structured interviews with senior managers of the selected departments were conducted. In addition, secondary documentary data from various sources such as government strategic plans, websites and KM strategic frameworks helped to inform the interpretation of the findings. The findings indicate that the departments recognized the importance of KM to the extent that some had formulated KM strategies. However, some were not yet approved by management of the departments. In all departments, KM is practiced as a broad construct; the boundaries are not clearly defined and as a result, KM is implemented in an ad hoc manner. Whilst KM practices are encouraged within departments, such practices are virtually non-existent between departments. There is a limited sharing culture within the departments as well as between departments.