**9. Conclusion**

In this chapter, the first iteration of the AR cycle, was described, which were carried out over a period of approximately one year at Directorate, a Public Administration department, in the Republic of Botswana. At most thirty six public officers were directly involved in this AR iteration. They were all trained based on a methodology developed by the researcher on how to conduct, and participate in KM groups.

With our field research study of KM systems and a literature study of KM research as a basis, we draw four main conclusions:


Based on this research, it is clear that knowledge management plays a significant role in the liberation of intellectual capital.

#### **9.1 Future research direction**

28 Will-be-set-by-IN-TECH

about how to use the Lotus Notes system (ES) to support KM group communication and retrieval of previously posted information, and were encouraged to use the ES as much as possible. None of the local WITS was directly facilitated by the researcher, as was the case of the core KM groups. The reason for this was that the researcher's support was restricted to troubleshooting and orientation meetings with other group facilitators. This means that the

In this stage of the AR iteration, one observed a number of patterns evolving into practical learning opportunities. This was against the basic action research routine advocated by Stringer (1999:19). This 'road map', is set out below, in Figure **??**, and Table **??**. These were related to both face-to face and the ES supported KM groups. The patterns observe in face-to-face discussions related only to the core KM groups, and are summarised in the

The pattern observed in the ES-supported KM groups relate to apparent ES-support challenges, and effects on the groups' effectiveness and relevance of the process emerging

In this chapter, the first iteration of the AR cycle, was described, which were carried out over a period of approximately one year at Directorate, a Public Administration department, in the Republic of Botswana. At most thirty six public officers were directly involved in this AR iteration. They were all trained based on a methodology developed by the researcher on how

With our field research study of KM systems and a literature study of KM research as a basis,

1. Evolution, which refers to the process in which organisations and their information systems change over time, is an important dimension of KM system implementation and

2. Managing the evolution of KM systems on an ad hoc basis and treating them as standalone systems can lead to unnecessary complexity and KM systems failures. The evolution of KM systems needs to be managed by deliberately managing both the systems within the

4. The implementation of a portal, such as that of the proposed KM-BI model [Fig. 3], will facilitate this process, with the ultimate development of more robust content management systems for integrated knowledge networks for the evolution of innovation and business

Based on this research, it is clear that knowledge management plays a significant role in the

organisation and the organisational change process from a long-term perspective. 3. The KM research has paid little attention to the evolution of KM systems. Limited support and guidelines for managing KM systems' evolution are available in the mainstream KM research literature. Consequently, this is an important issue to add to the KM research discourse. The predominantly design oriented KM research needs to be extended by more

researcher's facilitation of local KM groups was indirect.

**8. Evaluating**

**9. Conclusion**

use.

next three sub-sections [cf. 8].

as a result of these collaborative efforts.

to conduct, and participate in KM groups.

implementation and management oriented studies.

intelligence through the harnessing of intellectual capital.

we draw four main conclusions:

liberation of intellectual capital.

This section summarizes ideas for potential future work, as it relates to the design of a KM system, for the deployment of BI. This list does not include minor improvements or cosmetic changes that are in the implications of implementation of the KM-BI framework.

Therefore, further research may proved valuable, in investigating the potential role of the evolution of knowledge management in knowledge systems, and how the value of intellectual capital can be leveraged to maximized the use of knowledge systems in organisational processes, and to ensure a more efficient and effective liberation of intellectual capital processes and flows.

Allied to the foregoing, impact studies in this area maybe extremely valuable, especially in organisations that have distinct knowledge management systems oriented programs. It is important for knowledge management professionals to understand the systemic relationship between the concepts and the value that can be generated in respect of creating and maintaining sustainable competitive advantage for organisations and naturing, and liberating the natural evolution of intellectual capital.

Ideas for potential future work, as it relates to the design of a KM system, for the deployment of BI are summarized. This list does not include minor improvements or cosmetic changes that are implicit in an organization's implementation of their KM-BI framework.

#### **9.2 Future work on a learning-oriented KM system**

The literature called for the information systems (IS) field to begin to develop theory based on endogenous paradigms rather than based on other disciplines. The learning-oriented component (OL) of one's model for KM strategy, deals with IS, and as such impacts on the use of the IT infrastructure, as it relates to groupware technologies to aid OL.

There is a need, however, to use a systematic approach to the implementation of this IT infrastructure, which would enable the conceptualize of a robust IS based on expert systems theory. This research has suggested how a KM system may be specified by proposing a high-level casual model of latent factors which impact the implementation of KM practices in an organisational milieu. The portal in the KM-BI model requires the development of the conceptual heuristics so as to operationalise the model. This therefore, requires the testing of individual components [BI, AG, SC, Ol, and HK] validation, where appropriate when applying management theories at the implementation process level.

This work involves the use of systems theory, at a design level, to conceptualize both a learning-oriented, and strategy-oriented KM system.

The literature addressed both the design product and the design process. This research presents the design product in our KM-BI model (the conceptualized learning-oriented and the portal components, of the KM-BI system) and portions of the design process (the components). The method of design for the other potential components identified as a result of this research is the conceptualization of methods to achieve other meta-requirements, such as the use of the IT instrastructure. Such work would be analogous to the normalization procedure of a design method that achieves the goal of reducing certain anomalies in a database. Each of the components identified in this research has the ability to achieve the meta-design for our hypothesized KM-BI system.

The findings in this research offer a number of approaches firms may use to implement their KM projects. The underlying dialogue is that managers need a corporate-wide strategy to implement their KM practices. The researcher discussed throughout this work, and intimated that any successful BI oriented strategy should have the following components:

1. Definition of the system to be assessed;

**10. References**

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*of asynchronous groupware systems*, PhD thesis, University of South Africa, Pretoria,


These components are distilled from the results of the research. However, the approaches firms may use in implementing KM strategies, by the supported of AG systems have been fully explored. Some of these are summarised next.


They are therefore constraining their firms from leveraging the BI which could be achieved through the proper use of the technological infrastructure which is a requisite of KM deployment. The observed failure to harness the full potential of the technological infrastructure goes to the heart of the difficulty firms have in selling KM as a management technique to their employees. Technology has changed the way many firms do business globally. In most cases, it has improved their business, though there remain some areas where much improvements may arguably be made. The study found, and ascribe to the belief that the management of technology, has not added value to many organisations' BI.

Our proposed KM-BI model, one believes should afford firms the opportunity to have immediate access to vast stores of processed, timely and relevant knowledge with which they can make decisions. In fact the study found that much of the technology, although new and has been implemented as organizations have begun to experiment with new ways of using it. If a sound business strategy is crafted, then all organisations need to do, when they implement the necessary technology, is to populate it with data so as to make it worth using and to add real benefit to their *bottom-line*. This in turn means that organisations must focus on keeping the information up-to-date on an on-going basis, and develop a programme of removing out-of-date information and committing resources to this task. The researcher recommend that, in order to obtain the full benefits, organisations need to take a fresh look at the available technology from a KM perspective to realize the potential, in aiding in the liberation of intellectual capital.

Given that the constructs and findings of this study lend support to the validity of our KM-BI framework, a logical next step would be to develop and test more complex theoretical models.

#### **10. References**

30 Will-be-set-by-IN-TECH

6. Prioritisation of the impact of the drivers on the expectations of the stakeholders, and

These components are distilled from the results of the research. However, the approaches firms may use in implementing KM strategies, by the supported of AG systems have been

• Use information flow and knowledge transfer to improve the competitive advantage and enhanced BI, of the firm through the use of innovative applications of tangible and

• Use new and emerging technologies to improve CA and enhanced BI, of the firm through the use of innovative applications of tangible and intangible technological resources. • The technological effects of the organizational and environmental evolution needs to be validated with further research on contextualising effects on KM effectiveness. This would include such dimensions as trust and management (leadership) support. The related metrics need to be developed so as to validate the groupware-supported social facilitation

• Understand the impact of organizational learning on information flow, knowledge transfer and new and emerging technologies, through the development of a systematic design

They are therefore constraining their firms from leveraging the BI which could be achieved through the proper use of the technological infrastructure which is a requisite of KM deployment. The observed failure to harness the full potential of the technological infrastructure goes to the heart of the difficulty firms have in selling KM as a management technique to their employees. Technology has changed the way many firms do business globally. In most cases, it has improved their business, though there remain some areas where much improvements may arguably be made. The study found, and ascribe to the belief that

Our proposed KM-BI model, one believes should afford firms the opportunity to have immediate access to vast stores of processed, timely and relevant knowledge with which they can make decisions. In fact the study found that much of the technology, although new and has been implemented as organizations have begun to experiment with new ways of using it. If a sound business strategy is crafted, then all organisations need to do, when they implement the necessary technology, is to populate it with data so as to make it worth using and to add real benefit to their *bottom-line*. This in turn means that organisations must focus on keeping the information up-to-date on an on-going basis, and develop a programme of removing out-of-date information and committing resources to this task. The researcher recommend that, in order to obtain the full benefits, organisations need to take a fresh look at the available technology from a KM perspective to realize the potential, in aiding in the

Given that the constructs and findings of this study lend support to the validity of our KM-BI framework, a logical next step would be to develop and test more complex theoretical models.

the management of technology, has not added value to many organisations' BI.

2. Identification of relevant stakeholders and their expectations;

4. Deduction of factors of influence and use-and-effect patterns;

factors, which were found in the group domain of the study.

model, which our KM-BI framework sought to initiate.

3. Definition of the knowledge vision;

7. Development of an action plan.

intangible resources.

liberation of intellectual capital.

5. Identification of the most important drivers;

fully explored. Some of these are summarised next.


URL: *http://0-search.ebscohost.com.library.vut.ac.za/login.aspx?direct=true&db=buh&AN =738859&site=bsi-live*

	- URL: *http://www.jstor.org/stable/30046057*

32 Will-be-set-by-IN-TECH

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