An analysis of the adoption of electronic voting systems at the University of Mpumalanga, South Africa. Mahlomaholo; Vice Chancellor and Provost of Academic Affairs at the University of Wisconsin Milwaukee, Prof.
Production patterns and dissemination avenues in knowledge management research in Eastern and Southern Africa Region,
Abstract
Production patterns and distribution channels in knowledge management research in the Eastern and Southern African Region,. The study also revealed a steady increase in the growth rate of MK research sources, with an average number of nearly 27 publications per source.
1 Introduction
Therefore, it is not surprising that MK practices are deeply rooted in economic spheres. Despite the aforementioned developments in the discipline of KM, KM as a subject has grown massively and thus attracted considerable attention from a variety of disciplines over the years (Ndwandwe & Onyancha, 2011).
2 Contextual setting
Nevertheless, as a new research discipline, KM has boasted on much scientometric research in an effort to better define its identity (Kokol, Zlahtic, Zlahtic, Zorman & Podgorelec have experienced tremendous economic growth over the past 15 years, especially in the country and agricultural sector in the R&D region Despite this rapid economic growth during that period, the economic outlook for the R&D region, as for Africa as a whole, remains optimistic, even despite challenging global macroeconomic conditions.
3 Review of literature
Publication patterns and trends of knowledge management research output
As such, there is likely to be a steady increase in research in most countries of the E&SA region. Sedighi and Jalalimanesh (2017), in their study on mapping research trends in the field of knowledge management found that the annual growth rate of KM search results in WoS was 10.9%.
Producers of knowledge management research output
On the other hand, Kokol, Zlahtic, Zlahtic, Zorman and Podgorelec (2015) in their study of the bibliometric analysis of research trends on knowledge management in organizations in the period found that the top ten countries accounted for 65.1% of all published research outputs. Qiu and Lv (2014), in their bibliometric study on an overview of knowledge management research viewed through the web of science, revealed that there was an annual increase in the number of countries or regions participating in KM research during the period 1993–2006.
Avenues of sources disseminating knowledge management research output
4 Methodology
The search results were saved in csv format, which is compatible with VosViewer software that was used to analyze the data. Knowledge Management Information Management Knowledge Sharing Artificial Intelligence Knowledge Economy Knowledge Transfer Organizational Learning Intellectual Capital Knowledge.
5 Results and discussions
- Publication pattern and trend of knowledge management research in E&SA region, 1991-2016
- Producers of knowledge management research in E&SA region, 1991-2016
- Distribution by authors
- Distribution by institutions
- Distribution by countries
- Avenues or sources disseminating knowledge management research in E&SA region 1991-2016
- Document types in KM research
- Sources publishing KM research
- Summary, discussions and conclusions of the major findings
- Recommendations
- The study’s implication and novelty
- Reference
This rate represents a total of 14 major foreign countries from the top 25 countries that produce KM research. The number of publications per source indicates the growth and productivity of KM research (or lack thereof).
Knowledge transfer and retention challenges and service delivery in Nairobi City County Government (NCCG), Kenya
Introduction
Contextual setting
He further stated that about 60% of Nairobi County government employees are elderly and need to retire. Thus, this study contributes to bridging the gap by exploring the challenges impeding knowledge transfer and retention in Nairobi City County Administration and their impact on service delivery in the county.
Purpose of the study
In the recent past, the Nairobi County Government has experienced high staff turnover due to layoffs, suspensions or dismissals, resignations and retirements of professionals. More worrying is the report by Mwaura (2018) that only 15 Nairobi County government employees are under 30 years of age.
Literature review
Harvey (2012) points to the fact that examples of successful strategies in the field of knowledge transfer and retention are few. Burmeister and Deller (2016) assert that the nature and antecedents of the process of knowledge transfer and retention are not yet well understood and the need for additional research is urgent.
Knowledge transfer and retention challenges
DeLong and Johnson (2005) emphasize the fact that the problem for management is not just one of headcount;. it is a matter of retaining sophisticated, context-dependent knowledge about which a departing employee possesses. 2013), in their research on knowledge transfer challenges and mitigation strategies in global software development, determined that the biggest challenges of knowledge transfer to an institution are changes in personnel. Kroll, Mäkiö and Assaad's (2016) study established the following challenges to knowledge transfer: knowledge transfer and retention process mismatches; different technical knowledge and domain vocabulary; incompatible knowledge environments, as well as differences in expertise, infrastructure, tools and methodologies of knowledge retention and transfer.
Relationship between knowledge transfer and retention challenges and service delivery
The sample size for middle management and lower level employees was arrived at using Tara Yamane's 1973 formula. The actual sample size for middle management and lower level employees was seven hundred and six (706).
Findings of the study
Of these, 40 were from top management, 322 from middle management and 384 from lower management. Structured questionnaires were distributed to middle and lower management, and interviews were conducted with top management.
Challenges of knowledge transfer and retention for service delivery
Excerpts from interviews on challenges of knowledge transfer and retention for service delivery
When we introduced knowledge transfer and retention strategies at the beginning, there was staff resistance to change. Lack of analysis of user needs assessment to determine the users' requirements contributed negatively to knowledge retention here.
Correlation analysis of challenges of knowledge transfer and retention on service delivery
The staff often forgot their passwords and there was a fear of entering incorrect data into systems and technology devices.
Regression analysis for challenges of knowledge transfer and retention on service delivery
Discussion of the findings
Fear of job loss when knowledge is transferred or retained
Technophobia
This is also evident from the correlation analysis, which shows a strong and positive relationship between the challenges of knowledge transfer and retention and the accessibility of services (0.647).
Performance contracting
Lack of support
The findings of this study show that there is a knowledge transfer and retention gap in Nairobi City County Government. Nevertheless, there is a positive relationship between service delivery variables and the challenges of knowledge transfer and retention.
Conclusions
Some managers have integrated knowledge transfer into the structure of the organization through processes that specifically require attention to the exchange of expertise. These could be used to develop a plan to tackle the challenges of knowledge transfer and retention.
The role of knowledge management in improving government service delivery in Kenya.South African Journal of Libraries and Information Science. However, research projects on how SMEs can explore knowledge management to implement in the 4IR era are limited.
Fourth Industrial Revolution (4IR), work processes and knowledge
Success factors for SMEs in the 4IR
The authors suggest that while most SMEs do not have the financial means to spend on resources, such as land, labor and capital, they can nevertheless do more with less by leveraging knowledge, which has been identified above as critical. for work processes in 4IR.
Knowledge management challenges of SMEs in the 4IR
As a result of the potentially intense impact of 4IR on organizations, it is critical to consider how knowledge management is practiced by SMEs in the context of 4IR. The author explored the Google search engine and found that there were available industry-based articles written by SME practitioners that could provide some insight into the necessary knowledge management strategies that can assist SMEs in 4IR.
Findings and discussion
2 Automation The concept of automation, which is an important feature in smart industry, is described by Groover in Schumacher, Sihn and Erol (2016:3) as “a technology by which a process or procedure is carried out without human assistance”. The exchange of information between organizational employees is an essential component of the knowledge management process (Cabrera and Cabrera 2002: 687).
Proposed KM model for SMEs in the 4IR
Conclusion
Therefore, this study sought to reduce these gaps and the lack of literature on SMEs' knowledge management practices in relation to 4IR. That is, organizations such as SMEs should not fold in the 4IR era.
Acknowledgement
Retrieved from https://www.usb.ac.za/usb_news/harnessing-the-power-of-the-4th-industrial-revolution/. Retrieved from https://www.weforum.org/agenda/2019/01/is-your-business-model-fit-for-the-fourth-industrial-revolution/.
Transfer of tacit knowledge among staff at the Kenya National Library Service, Nairobi County, Kenya
Mchombu (2007) argues that knowledge management in libraries improves work efficiency, productivity and the ability to manage change. He further pointed out that knowledge management practices enable organizations to attract, retain and motivate engaged talent.
Problem and purpose of the study
In libraries, knowledge management facilitates the institutions to make maximum use of the available collective wisdom, experience and brainpower of human capital. Kim (1999) pointed out that knowledge management practices aim to bring out the tacit knowledge that people have, what they carry with them, what they observe and learn from experience, rather than what is usually stated explicitly .
Theory and literature review
The model explains that tacit knowledge can be converted into explicit knowledge and vice versa. Another theory relevant to tacit knowledge management is the Communities of Practice (CoP) theory (Wenger, McDermott & Snyder, 2002).
Data, information and knowledge
In 2002, Wenger, McDermott, and Snyder shifted the focus away from individual learning and identity in a study on "Educating Communities of Practice." Wenger, McDermont, and Synder (2002) defined communities of practice as groups of people who share a common concern, problem, or passion for a topic and who deepen their knowledge and expertise in that area through ongoing interaction.
Tacit and explicit knowledge
Communication channels that enhance the transfer of tacit knowledge
Barriers to transfer of tacit knowledge
Semantic barriers such as language, the use of complicated words or unusual expressions prevent the transfer of tacit knowledge. Physiological barriers such as visual challenges, hearing problems, and poor health also impede the tacit transfer of knowledge.
Research methodology
The study further used purposive sampling to select respondents based on their professionalism and area of specialization. Key informants in the study were senior management members from Technical Services, Human Resources, Audit, Corporate Communications, as well as Research and Planning.
Research findings
Overall, data was collected from thirty-six (36) librarians and eight (8) key informants who were senior management staff in Nairobi. Data were collected through in-depth face-to-face interviews and analyzed using content data analysis software (Nvivo) and presented using qualitative techniques where appropriate, the study used tables, graphs and diagrams.
Knowledge management practices
The study further found that KNLS staff acquired knowledge through participation in conferences, seminars, workshops, internal/external training, research and collaboration with other institutions. The study further revealed that staff consciously and unconsciously transferred their tacit knowledge during the exchange process.
Knowledge management policy
The investigation showed that the KNLS had employees with a wealth of experience and expertise in the field of librarianship. The employees shared their knowledge during staff meetings, tea and lunch breaks, research presentations, practical demonstrations, brainstorming sessions, KNLS intranet, emails and social media.
Kinds of tacit knowledge at KNLS
Transferability of tacit knowledge
Communication channels for tacit knowledge transfer
Effectiveness of communication channels used in transfer of tacit knowledge
Preferred communication channels
Best communication channel to transfer tacit knowledge in a multi- generational workplace
Challenges in transfer of tacit knowledge
As shown in Table 1, the study further determined that lack of motivation, lack of knowledge management awareness, strategies and policies and knowledge hoarding were the major challenges hindering the transfer of tacit knowledge at KNLS. The results also agree with Riege (2005) that the lack of time to identify colleagues and share knowledge; low awareness of the benefits of possessed knowledge to others;.
Challenges that hindered transmission of tacit knowledge when acting as the source
Challenges that hindered reception/absorption of tacit knowledge
Challenges that hindered transfer of tacit knowledge in a multi- generational workplace
Conclusions and recommendations
Knowledge management policy (KMP)
A knowledge management policy will promote knowledge management initiatives, procedures and tools that will enable KNLS to truly and effectively exploit its intellectual capital.
Knowledge audit (KA)
Knowledge needs analysis
Knowledge inventory
Knowledge flow
Knowledge mapping
- Tacit knowledge transfer process
- Use of the received knowledge
- Integration of the new knowledge with existing practices
- Loop
The receiver in the proposed tacit knowledge transfer model receives the knowledge from the source. Distance between the source and the receiver is a significant factor in the transmission of tacit knowledge.
Knowledge sharing and self-efficacy as determinants of job satisfaction of library personnel in public universities
Problem and purpose of the study
The main objective of this study is to investigate how knowledge sharing and self-efficacy affect job satisfaction of library staff in public universities in Southwestern Nigeria. What is the level of job satisfaction of library staff in public universities in South West Nigeria.
Hypotheses
Theory and literature review
What is the level of knowledge sharing of library staff in public universities in South West, Nigeria. What is the level of self-efficacy of library staff in public universities in South West, Nigeria.
Job satisfaction
The social cognitive theory is relevant to this study because it emphasizes the belief in the abilities of library staff to mobilize and motivate cognitive resources and courses of action necessary to meet occasional needs in the library. The majority of the previous studies conducted by Ul-Abedeen, Tazlo and Steigenberger (2017) analyzed knowledge from the polarity of tacit and explicit knowledge.
Self-efficacy
The population for this study included all 411 library staff in the 17 public universities (Federal & State) in South Western Nigeria. The result testified to the mutual relationship that existed between knowledge sharing, self-efficacy and job satisfaction variables in the study.
Results
Demographic information of respondents
Research Question 2: What is the level of knowledge sharing of library staff in public university libraries in South West Nigeria. Research Question 3: What is the level of self-efficacy of library staff in public university libraries in South West Nigeria.
Discussion of findings
There is no combined significant influence of knowledge sharing and self-efficacy on job satisfaction of library personnel in public
This indicates that knowledge sharing and self-efficacy have a significant combined influence on the job satisfaction of library staff in public university libraries in Southwest Nigeria. Library staff in public university libraries in South West Nigeria rated their level of job satisfaction as high.
Change management in the implementation of electronic health records systems (EHR) at Inkosi Albert Luthuli Hospital,
South Africa
Change Management in the Implementation of Electronic Medical Records (EHR) Systems at Inkosi Albert Luthuli Hospital. Theory triangulation involves at least two set theories interpreting a single set of data (Saldana & Omasta, 2017). The models were chosen based on previous studies by Martin and Voynov (2014) who used the leading change model with TAM to evaluate the implementation and operation of EHR in general practice.
Findings and discussions
- Factors facilitating the adoption of EHR system at the hospital
- Awareness of EHR system
- Change management in EHR system used at the hospital
- Problems encountered in managing EHR change
- Involvement of users in discussions of the implementation of EHR system
- Reasons for sharing EHR system changes
- Job restructuring or changes in duties due to EHR implementation
- Monitoring and evaluation the use of EHR system implementation
- Tools used by hospital leadership to reinforce change and sustain results
The majority of employees indicate that they are aware of the EPD system in the hospital; 77.8% of respondents confirmed this. The aim was to assess the management of change in the implementation of the EHR system in the hospital.
Involvement of users in EHR system changes or upgrades
Sharing reasons for EHR system changes
Implementation of change management at Inkosi Albert Luthuli Central Hospital
The Inkosi Albert Luthuli Hospital should have set up its own change management agents or champions who work with the IT company to manage the change in the EHR system of the operation or any other information technology project initiated to specifically define their knowledge and strategies. to develop.
Monitoring and evaluating the use of EHR system implementation
However, security management of e-records at Moi University does not appear to be fully in line with international best practice throughout the lifecycle from generation to disposal. Musembe is a PhD student at the University of KwaZulu-Natal, South Africa and a lecturer at Moi University, Kenya.
Introduction and background
This paper therefore sought to investigate e-record security classification and access controls at Moi University with a view to offering practical and policy interventions to address this challenge. To examine e-record security classification and access controls at Moi University with a view to offering practical and policy interventions to address this challenge.
Theoretical framework and literature review
The PH model encourages organizations to invest in better policy writing and enforcement procedures and methods, employee training and awareness, and improving the available technology infrastructure, as one of the goals of the paper is to demonstrate the existence of identify security classification and access policies at Moi. University. One of the objectives of the study is to determine how business operations are aligned with access to e-record classification at Moi University.
Security classification of e-records
Further, a formal access control matrix (user registration process to enable granting of access rights) needs to be developed to record role-based authorized access on an individual basis (Uasin-Gishu county ICT policy, 2016). Role-based access control is a method successfully used by many organizations to link access rights with business process to improve email security.
Security classification and access policies
In addition, appropriate security and access should be determined through analysis and assessment of the archive sequences and business rules developed for acceptable management of records. The access and security classifications may be assigned in consultation with the business unit to which the records belong and restrictions may be imposed for a certain period of time to ensure that the additional monitoring and control mechanisms required for these records are not extended for an extended period of time. enforced.
Research method
Findings
Aligning business activities to access classification
We also receive suggestions from various stakeholders of the university on issues of computing, bandwidth and internet coverage, among others. The results showed that 3 (60%) of the respondents believed that it is difficult to align access classification due to the lack of proper guidelines.
How the security classification of the e-records process is handled to improve access control
Although a majority of respondents indicated that there was no clear guideline and direction, but depending on the business function, security classification was used, while 2 (8.6%) indicated that there were guidelines for the same with reference to the quality manual procedures. Respondents unanimously indicated that record disposal determinations are not generalized, but records are given longer access periods.
Existence of security classification and access policies
Answers to questionnaires on whether the respondents were aware of e-records security classification and level of access indicated that they were not aware, while it was specified that they were aware of security classification and level of access at Moi University. Those who said security classification was available were further asked which security classification was available.
Discussion
The findings indicated that security classification is based on the nature of the information and the level at which the e-record was generated. The findings indicated that the nature of business activity determines access status, the role played by and individuals.
Conclusions and recommendation
Record Deposit Schedules: Charles Darwin University Higher Education Teaching and Learning. Retrieved from https://www.naccho.org/uploads/downloadable-sources/Issue-brief-on-Cybersecurity-NA639PDF.pdf (accessed June 9, 2018).
Nurturing the physical, digital, and biological learning spaces within a higher education ecology: an African LIS perspective
The aim of the paper is to emphasize the importance of uninterrupted learning by nurturing physical, digital and biological learning spaces in higher education ecology. Communities also provide a space for free and open dialogue, critical discussion, negotiation and agreement – characteristics of higher education (Garrison & Kanuka, 2004: 97).
Designing seamless physical, digital and biological learning spaces in an LIS programme
The introduction of "experiments" enables the student to test personal hypotheses, for example computer simulations, or visual problem assessment and solution. Explores” allows personal exploration by a student, for example the world wide web searches on electronic databases.
Identifying risks and providing support for biological learning spaces
Practices” include formative assessments that allow students to show and learn from their mistakes in a low-stakes environment. The aim of the project is to model data from an ecology in South African higher education (HE) to understand and support risks that may affect the quality of students' education and therefore their employability.
Challenges of integrating technologies into learning events
Knight (2001) provides an example of how exam results used to assess student performance are quite reliable, but their misleading objectivity stems from testing students only on those aspects of the module content that can be reliably assessed, while the student's proficiency in designing, managing and carrying out practical work is not measured by exams, although it is part of the curriculum and covered in practical lessons. All files can be uploaded to the appropriate links in the Learning Management System (LMS) (40 points with a maximum time of 72 minutes).” This reduces the usefulness of the assessment by taking more time; however, the validity of the module's assessment and scores would increase dramatically.
