[German title: South African Journal of Information Management, 8 (4), 2006 – interessante Artikel]
South African Journal of Information Management
Vol.8(4) December 2006
Knowledge management and the JSE-listed construction sector companies
P.K.J. Tobin and T. Magenuka
Abstract: The construction industry represents a significant part of any country’s economic activity and knowledge management is considered vital for the survival of organizations. If construction companies made more effective use of their knowledge as their source of competitive advantage, their long-term survival and competitiveness would remain intact. The objective of the research was to assess the extent to which those construction companies who at the time of the research were listed on the South African Johannesburg Stock Exchange (JSE) (Aveng, Basil Read, Concor, Group 5, Murray and Roberts, and WBHO) were using knowledge management, based on a set of criteria in the research instrument. The findings of the research were that the sector as a whole displayed a relatively low level of maturity in the deployment of knowledge management and a number of recommendations were made to improve the performance of the sector in that regard.
Intellectual capital management in a South African retail company
C. van der Westhuizen and J.A. Kok
Abstract: The status of the measurement and interpretation of intangible assets within a retail company in South Africa, and more specifically the JD Group as a furniture retailer, was determined. Different aspects of intellectual capital, that is, human capital, structural capital and customer capital and the value that could be derived to aid companies in the retail industry, were investigated. The spectrum of intellectual capital management tools was investigated and four methods of measuring intellectual capital were identified. Scorecard models were identified as the most appropriate method to use in a retail company in South Africa based on the following characteristics: Monitoring of performance, reporting to stakeholders and uncovering of hidden value. The extent to which intangible assets contribute value, how this contribution can be measured through the use of intellectual capital management tools and what the status of such measurement is in retail companies were explored. Strategy-focused interventions within the intangible assets arena were investigated. These interventions focused on those areas that would contribute to the strategic alignment of leadership, culture and technology within a retail group’s strategy.
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© Department of Information and Knowledge Management, University of Johannesburg