AbstractTechnological breakthroughs experienced globally have opened new avenues of opportunities; creating a virtual environment that transforms and changes businesses, organisations, social, economical and political landscapes. Such a wave of change affects all walks of life as internet connectivity gives the web a presence that engulfs workplaces and other organisational settings. In maintaining competitiveness, organisations strive to use knowledge to create value in the challenging new environment. The study aimed to develop a framework that will be used for the critical evaluation of strategies for value creation within knowledge-driven organisations using available resources.
The research used mixed methods in two case studies; the first for developing a conceptual framework and the second for critiquing it. Through a literature review and observation at AB institute main venue, case study 1 identified crucial intangibles for creating value. Knowledge workers (academics and non-academics) were the study participants in primary research that used indepth interviews and questionnaires to collect data. Over four phases, the study unfolded to three neighbouring institutions for a wider representation. All the institutions covered in case study 1 were within the higher learning industry. The data were analysed and the findings revealed six features and six themes in two separate models, which formed the conceptual framework. The framework models were denoted as part A and B. Part A: the organisational Critical Evaluation of Strategies for Value Creation xv perspective shows the context within the features: ‘knowledge flow, departments, new entrants, dynamic, recognition and the deliverables’. The individual global perspective forms part B with the themes: individual commitment, emotional capital, proactive environment, workplace interaction, value creation process and endless global connectivity. The four phases of the research process in case study 1 eased data collection, in triangulation for the convergance of evidence which produced the conceptual framework.
Case study 2 started in the UK and later in Tanzania was designed to critique the conceptual framework, the outcome of case study 1. Knowledge workers comprising ‘academics and non-academics’ from higher learning and other organisations formed the participantsin the 57 in-depth interviews of which had data collection under the instrument based on informed consent and confidentiality. Using mixed methods the data were analysed and findings presented as a condensed ‘qualitative knowledge’ of themes and features in ‘focused codes’ as a matrix to merge the models of the framework. The findings suggest that the framework will enhance understanding as a guide to unleash and create value; a lens for both decision makers and knowledge workers to use action research in endeavour to seize opportunities and initiatives for creating value through existing practices. It is a guide to harness ideas from interconectivity changing them into workable realities. The main contribution of the research is the developed framework and body of knowledge from the primary research findings of case studies 1 and 2.
|Date of Award||2012|
|Supervisor||Anne James (Supervisor), Alison Todman (Supervisor), John Halloran (Supervisor) & Donath Olomi (Supervisor)|