How to Implement Knowledge Management in Emerging Governments in Africa and Beyond: A Case Study on the South African Government

Lance Barbier, R. Tengeh
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Abstract

Abstract This paper is based on the premise that public officials in developing countries lack the necessary skills to implement Knowledge Management (KM) successfully, so a framework is required to facilitate this process. South Africa is the case study. It is therefore necessary to develop a Knowledge Management Implementation Framework (KMIF). Consequently, one of the objectives of this paper is to validate this need and then outline a KMIF that can help government departments in developing countries implement KM and foster a KM culture. A mixed methodology approach was used, combining qualitative and quantitative data collection. Based on the Taro Yamane formula, 139 people were selected from a target population of 221 officials involved in KM in the South African government. DATAtab, a web-based statistics application, was used to analyze the responses. A comprehensive review of several secondary literature sources was carried out. For the literature review, relevant peer-reviewed articles were downloaded from Google Scholar, ResearchGate, Scopus, and Phil Papers. The study posits that officials charged with KM implementation in the South African government lack the necessary implementation skillset, that a need for a KMIF exists, and subsequently outlines a three-stage KMIF to facilitate their efforts. This study recommends that the proposed three-stage KMIF be adopted since it will provide the government (i) a simplified and structured way of realizing KM; (ii) it will be an effective tool that officials can use to guide them on how to implement KM, and (iii) it will cultivate a KM culture within the government. Even though the study is original to the South African government, the findings, however, may be applied to other emerging governments in Africa and beyond. Despite its theoretical nature, the paper lacks empirical validation, leaving it open to further investigation.
非洲及其他新兴国家政府如何实施知识管理:以南非政府为例
摘要本文的前提是,发展中国家的公职人员缺乏成功实施知识管理的必要技能,因此需要一个框架来促进这一过程。南非是一个案例研究。因此,有必要制定知识管理实施框架。因此,本文的目标之一是验证这一需求,然后概述一个知识管理框架,该框架可以帮助发展中国家的政府部门实施知识管理并培养知识管理文化。采用了一种混合方法,结合了定性和定量数据收集。根据Taro-Yamane公式,从南非政府221名参与KM的官员中选出139人。DATAtab是一个基于网络的统计应用程序,用于分析答复。对一些次要文献来源进行了全面综述。在文献综述中,相关同行评审文章从Google Scholar、ResearchGate、Scopus和Phil Papers下载。该研究认为,南非政府负责知识管理实施的官员缺乏必要的实施技能,需要一个知识管理框架,随后概述了一个三阶段的知识管理框架来促进他们的努力。本研究建议采用拟议的三阶段知识管理框架,因为它将为政府提供(i)实现知识管理的简化和结构化方式;(ii)它将是官员们可以用来指导他们如何实施知识管理的有效工具,以及(iii)它将在政府内部培养知识管理文化。尽管这项研究是南非政府的原创研究,但这些发现可能适用于非洲及其他地区的其他新兴政府。尽管该论文具有理论性质,但缺乏实证验证,有待进一步研究。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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