Knowledge management according to organisational size: A South African perspective
Background: To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM mat...
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doaj-b80d739b7e7e411a9ea3dbba79f2a3de2020-11-24T22:31:25ZengAOSISSouth African Journal of Information Management2078-18651560-683X2013-05-01151e1e1110.4102/sajim.v15i1.526459Knowledge management according to organisational size: A South African perspectiveCornelius (Neels) Kruger0Roy D. Johnson1Department of Informatics, University of PretoriaDepartment of Informatics, University of PretoriaBackground: To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM maturity. Objective: The objective of this article was to determine what role organisational size plays in the establishment of KM maturity and how different managerial levels viewed their organisations KM maturity. Method: The authors gained insight into KM maturity in different industry groupings over a five-year period from a large urban South African University engaged in numerous collaboration programmes with industry. In total, 434 employees were interviewed over three grouping levels (operational, middle and senior management). Results: The findings support arguments that irrespective of organisational size, knowledge orientated issues are applicable to all organisations. However, with significant differences in scores recorded over all maturity sections in South Africa, the findings indicated that different sized organisations address knowledge-orientated issues differently. Conclusion: Findings challenge the argument that the manner in which knowledge-orientated issues are addressed differ only slightly depending on organisational size. Smaller-sized organisations prefer a more personal approach, whilst larger-sized organisations prefer knowledge transfer via technology. Irrespective of organisational size, commitment holds the key to KM success. Commitment shown by middle management regarding KM is a differentiator.https://sajim.co.za/index.php/sajim/article/view/526Knowledge ManagementSouth AfricaOrganisationsMaturityManagement |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
Cornelius (Neels) Kruger Roy D. Johnson |
spellingShingle |
Cornelius (Neels) Kruger Roy D. Johnson Knowledge management according to organisational size: A South African perspective South African Journal of Information Management Knowledge Management South Africa Organisations Maturity Management |
author_facet |
Cornelius (Neels) Kruger Roy D. Johnson |
author_sort |
Cornelius (Neels) Kruger |
title |
Knowledge management according to organisational size: A South African perspective |
title_short |
Knowledge management according to organisational size: A South African perspective |
title_full |
Knowledge management according to organisational size: A South African perspective |
title_fullStr |
Knowledge management according to organisational size: A South African perspective |
title_full_unstemmed |
Knowledge management according to organisational size: A South African perspective |
title_sort |
knowledge management according to organisational size: a south african perspective |
publisher |
AOSIS |
series |
South African Journal of Information Management |
issn |
2078-1865 1560-683X |
publishDate |
2013-05-01 |
description |
Background: To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM maturity.
Objective: The objective of this article was to determine what role organisational size plays in the establishment of KM maturity and how different managerial levels viewed their organisations KM maturity.
Method: The authors gained insight into KM maturity in different industry groupings over a five-year period from a large urban South African University engaged in numerous collaboration programmes with industry. In total, 434 employees were interviewed over three grouping levels (operational, middle and senior management).
Results: The findings support arguments that irrespective of organisational size, knowledge orientated issues are applicable to all organisations. However, with significant differences in scores recorded over all maturity sections in South Africa, the findings indicated that different sized organisations address knowledge-orientated issues differently.
Conclusion: Findings challenge the argument that the manner in which knowledge-orientated issues are addressed differ only slightly depending on organisational size. Smaller-sized organisations prefer a more personal approach, whilst larger-sized organisations prefer knowledge transfer via technology. Irrespective of organisational size, commitment holds the key to KM success. Commitment shown by middle management regarding KM is a differentiator. |
topic |
Knowledge Management South Africa Organisations Maturity Management |
url |
https://sajim.co.za/index.php/sajim/article/view/526 |
work_keys_str_mv |
AT corneliusneelskruger knowledgemanagementaccordingtoorganisationalsizeasouthafricanperspective AT roydjohnson knowledgemanagementaccordingtoorganisationalsizeasouthafricanperspective |
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