Cornelius Johannes Kruger

The interdependency between strategic management and strategic knowledge management

The manner in which a business strategy was formulated ten or even as little as five years ago, no longer applies. This phenomenon can to a great extent be attributed to a shift in the strategic importance of information and knowledge. The aim of this paper is to supply strategic thinkers with a holistic “bird’s eye view” of the interdependency between strategic management and strategic knowledge management. By analyzing the different perspectives with regard to strategy formulation from a business point of view, as well as a knowledge management perspective, a generic model incorporating knowledge management strategy formulation within business strategy formulation has been developed.

Information management as an enabler of knowledge management maturity: A South African perspective

This paper explores the much ignored but critically important subject of the perceived relationship between information and communications technology (ICT), information management (IM) and knowledge management (KM). Defining the border between ICT, IM and KM, and especially the maturity remains a highly debatable topic. These issues could be concisely summarized as being diverse and problematic and located across the spectrum of views. Prior studies suggest that even though KM is strongly entrenched and rests on the foundation of ICT and IM, very little is reported in the literature on ICT and IM as enablers to KM. From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into growth of KM maturity in industry groupings over a 5-year period. The authors applied an inventory developed by Kruger and Snyman [Kruger, C. J., & Snyman, M. M. M. (2007). A guideline for assessing the knowledge management maturity of organizations. South African Journal of Information Management,9(3). Electronic Journal [Online]. Available www.sajim.co.za. Accessed 15 October 2007] to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three group levels (operational, middle and senior management). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). The findings confirm that on average ICT (74.20%) and IM (62.18%) are well institutionalised in South African industry. Most organizations are aware of the distinction between ICT and IM, agreeing that ICT (78.69%) and IM (69.65%) are prerequisites to, and enablers of KM. In support of the concern that maturity models are biasing institutionalization towards the technological domain, findings support the argument that endeavours in IM, directly supported by ICT, are easier to implement and/or better managed and institutionalised, than endeavours that require human intervention and/or a human component to succeed.

Is there a correlation between knowledge management maturity and organizational performance

Purpose – Beyond critique of current maturity models, the research literature has neglected to supply empirical evidence of the value knowledge management (KM) holds for organizations. The majority of studies, in common with other emergent business philosophies, are focused on large organizations of developed economies, where readily available implementation resources are an underlying assumption. This paper aims to address this issue and to assess the correlation between the successful institutionalization of KM and organizational performance (OP) in a developing economy.Design/methodology/approach – From a large urban South African university engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity and organizational performance (OP) of three industry groups, over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of nine organisations distributed over three economic sectors in South Africa.Findings – By evaluating the ...

Principles in knowledge management maturity: a South African perspective

Purpose – The institutionalization of knowledge management (KM) principles, policies and strategies could be summarized as being diverse, problematic and located across the spectrum of views. Studies suggest that very little is reported on how these principles are institutionalized in organizations. This paper seeks to examine the role these principles play in the establishment of KM and report on an empirical study conducted in 86 South African-based organizations. Design/methodology/approach – From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into KM maturity in industry groupings over a five-year period. The authors applied an inventory developed by Kruger and Snyman to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three managerial levels (operational, middle, and senior). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). Findings – Findings indicate that there is a definite trend towards the establishment of KM principles and the successful implementation of KM across South African industries. Industries achieving higher than average scores in the establishment of KM principles also achieved higher than average scores in the implementation of KM. Findings strongly support the argument that elements such as the formulation of strategy, measurement, policy, content, process, technology and culture enable or influence KM ability to manage knowledge. Originality/value – The paper is of relevance to KM practitioners interested in gaining insight into KM maturity that occurred in the extremely diversified environment of South Africa.

Assessment of knowledge management growth: a South Africa perspective

Purpose – Wilson argues that knowledge management (KM) maturity is an extension of information management and effective management of work practices. Gallagher and Hazlett state that there is too much effort addressing technological concerns in KM while offering little practical assistance. Kruger and Snyman believe KM is a strategic resource with ICT and information management as enablers in establishing KM maturity. These three positions of KM growth and maturity reflect the huge spectrum of and diverse views. But, very little is known about the KM growth or maturity that occurs in different industries, or how employees and managers perceive growth in KM maturity. This paper aims to address these issues.Design/methodology/approach – From a large urban South African University engaged in numerous collaboration programmes with industry, the authors gain insight into the growth of KM in industry groupings over a five‐year period. The authors apply an inventory developed by Kruger and Snyman to a set of 86 ...

Incorporating business strategy formulation with identity management strategy formulation

Purpose – Identity management (IdM) not only improves the process of creating and maintaining digital identities across business systems; it can, if implemented successfully, contribute to the strengthening and positioning of the business for success. In order to have a successful IdM implementation, an organisation must step back to determine a course of action that solves enterprise‐wide issues. Short‐sighted actions can lead to confusion, unnecessary expenses and the delay of beneficial results. The purpose of this paper is to deliver guidelines for the application of strategic management principles regarding IdM implementation, and propose a holistic model incorporating business strategy formulation with IdM strategy formulation.Design/methodology/approach – A total of ten senior managers involved in IdM implementation projects were interviewed. Face‐to face interviews were conducted, with 30 minutes allocated per participant, and an assistant present to administer the proceedings. Primary data was co...

Delineating knowledge management through lexical analysis – a retrospective

Purpose – Academic authors tend to define terms that meet their own needs. Knowledge Management (KM) is a term that comes to mind and is examined in this study. Lexicographical research identified KM terms used by authors from 1996 to 2006 in academic outlets to define KM. Data were collected based on strict criteria which included that definitions should be unique instances. From 2006 onwards, these authors could not identify new unique instances of definitions with repetitive usage of such definition instances. Analysis revealed that KM is directly defined by People (Person and Organisation), Processes (Codify, Share, Leverage, and Process) and Contextualised Content (Information). The paper aims to discuss these issues. Design/methodology/approach – The aim of this paper is to add to the body of knowledge in the KM discipline and supply KM practitioners and scholars with insight into what is commonly regarded to be KM so as to reignite the debate on what one could consider as KM. The lexicon used by KM...

The value architecture framework for success of ICT type projects

Critical Success Factors (CSFs) are essential factors that ensure success. CSFs must in some way be harnessed to ensure that the ICT type project is not handicapped from the start and is successful instead. In the research community, considerable research is dedicated to CSFs due to the number of ICT type project failures. The central issues of CSFs have not been solved. The intention of this paper is to present a new framework to better support ICT type projects, using three (3) CSFs. This framework begins at the core of the organisation, suitably changing the approach to projects beginning at the core business processes. The structure of the framework is conceptually suitable for organisations in different industrial sectors. The value architecture results in less CSFs and stimulates innovative thought around core business processes.