Browsing by Author "Dube, Ratidzo"

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    An analysis of the knowledge management systems in an organization with a center-periphery knowledge management landscape
    (Stellenbosch : Stellenbosch University, 2017-03) Dube, Ratidzo; Maasdorp, Christiaan; Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science.
    ENGLISH SUMMARY : The thesis is an analysis of the knowledge management systems in AIDORG1 as a prominent example of an organization with a center-periphery knowledge management landscape. Typically such a landscape involves a central head office, the locus of policy and funding, and various peripheral field offices, the loci of projects and practices. A review of the literature on knowledge management systems, in particular in multi-national organizations, showed that to realize the benefits of knowledge management in the organization, an inclusive view of the knowledge management system is needed that goes further than merely technological aspects to also include cultural, managerial and organizational ones. Two views of knowledge managements are introduced, namely practice and content (possession) view. It is argued that a possession view of knowledge management is usually primarily technology focused, whilst a practice based view tends to include more organizational aspects. Thereafter the knowledge management system at AIDORG is described in terms of Becerra-Fernandez’s knowledge management framework. Through participant observation and a user survey, the actual operation of the knowledge management system at AIDORG is revealed. It was found that even though the organization has invested a lot in the knowledge management system, it is not particularly effective in terms of periphery participation in the system. The center is using the knowledge management system more consistently than the periphery and whilst there are technological infrastructure and tools available for periphery participation in the knowledge management system, the character of periphery participation is mostly directed at knowledge discovery and application, rather than creation and sharing. Taken together, the design of the knowledge management system is to facilitate the movement of information and decisions from the center towards the periphery and is marked by scant consideration of the practices and their associated knowledge management problems at the periphery. It is concluded that, since the periphery is where the organization’s practices are embedded, a knowledge management approach with a practice perspective could encourage fuller and more rounded periphery participation in knowledge management and might lead to the desired two way interaction between center and periphery. The notion of communities of practice is identified as a possible starting point for redressing the balance in center-periphery knowledge management landscapes.