Search

Background: The economic well-being of any organisation in the world today significantly depends on the intellectual capital possessed by these institutions. However, with its richness in intellectual capital, some higher learning institutions in Tanzania are facing financial hardships. Objectives: To establish methods used by Tanzania's higher learning institutions in managing the intellectual capital in their possession, with the focus of establishing a link between such practices and the financial performance of such institutions. Methods: This study was conducted using a multiple case study design, employing a purely qualitative research approach. Purposive sampling technique was used to involve respondents in this study. Collected data were analysed using thematic content analysis. Results: The visited institutions had a wide range of intellectual capital such as human, relational and structural capital. The intellectual capital found was managed using various methods, including careful recruitment of staff and knowledge-sharing strategies. Although the practices of managing some aspects of such capital were at a very basic level at the registry points, the practice was found to be very important for the economic well-being of the institution. Conclusion: Tanzania's higher learning institutions possess a wide range of intellectual capital, and its management methods vary depending on the aspect of such capital. More importantly, the intellectual capital had a significant link with the financial performance of the institutions. However, the process of managing intellectual capital faced some challenges, including improper succession planning and the lack of a sharing culture. [ABSTRACT FROM AUTHOR]

Background: Effective communities of practice undoubtedly impact organisations' knowledge management and contribute towards building a learning-organisation culture. Communities of practice represent an environment conducive to learning and for exchanging ideas, and they are a formal learning forum. However, the level of organisational learning to which communities of practice contribute is difficult to measure. Objectives: The research was conducted to analyse the impact of communities of practice on building a learning organisation. The organisational system, culture and people offer the key towards leveraging knowledge as a strategic resource in a learning organisation. The awareness of the organisation concerning knowledge management was measured on a replicated knowledge-management maturity model. Method: The organisational knowledge base was analysed prior to the implementation of the communities of practice and was compared to the situation three years later. The research was based on experiential learning cycles that consisted of five consequential but perpetual stages, namely reflect, plan, act, observe and reflect again. Results: The results indicated that communities of practice were instrumental in leveraging the organisation to the next level in the knowledge-management maturity model. A collaboration framework was developed for each business unit to work towards a common goal by harnessing the knowledge that was shared. Conclusion: Although a positive impact by communities of practice is visible, an instrument for the measurement of intellectual capital is necessary. It is recommended that the monetary value of knowledge as an asset is determined so that the value of the potential intellectual capital can be measured. [ABSTRACT FROM AUTHOR]

Knowledge management (KM) was a well-founded management approach that held significant benefits for public sector organisations. KM as a management philosophy had an impact on various components of an organisation and it could therefore significantly advance organisational efficiency. The successful implementation of KM initiatives had to be ensured because, different organisational processes and departments had to collaborate and functional silos had to be eliminated. KM required long-term commitment and dedication from all organisational members. Furthermore, there were certain knowledge management enablers in an organisation that needed to be developed and that were necessary for the achievement of organisational effectiveness. These enablers were the organisational culture, human resources, information technology, organisational structure and, the organisation's strategy and leadership. This article assessed each of these enablers and how they impacted on an organisation's KM efforts. Stellenbosch Municipality was used as a case in point. The article further examined how local governments were able to effectively implement KM practices as strategic tools used to achieve service delivery and operational goals. The article concluded with a number of recommended strategies, (1) to develop the KM enablers that were present in organisations and (2) to aid the implementation of successful organisational KM initiatives. [ABSTRACT FROM AUTHOR]

The article reports on a research study aimed to find out the need for development of an intellectual capital management tool in a retail company in South Africa. In this research, researchers attempted to find out the best framework that could be used in a retail company. It informs that knowledge and the management of all of its elements are the basis for managing the organizations' intellectual capital. In order to establish a clear understanding of the importance of the management of intellectual assets of a company, this article suggests a number of approaches that are increasingly being used to measure the value of, and progress in, knowledge and intellectual capital management in organizations.