Information management as an enabler of knowledge management maturity: A South African perspective

• Authors: C. J. (Neels) Kruger;Roy D. Johnson
• Venue: International Journal of Information Management: The Journal for Information Professionals
• Year: 2010

This paper explores the much ignored but critically important subject of the perceived relationship between information and communications technology (ICT), information management (IM) and knowledge management (KM). Defining the border between ICT, IM and KM, and especially the maturity remains a highly debatable topic. These issues could be concisely summarized as being diverse and problematic and located across the spectrum of views. Prior studies suggest that even though KM is strongly entrenched and rests on the foundation of ICT and IM, very little is reported in the literature on ICT and IM as enablers to KM. From a large urban South African University engaged in numerous collaboration programs with industry, the authors gained insight into growth of KM maturity in industry groupings over a 5-year period. The authors applied an inventory developed by Kruger and Snyman [Kruger, C. J., & Snyman, M. M. M. (2007). A guideline for assessing the knowledge management maturity of organizations. South African Journal of Information Management,9(3). Electronic Journal [Online]. Available www.sajim.co.za. Accessed 15 October 2007] to a set of 86 organizations distributed over nine economic sectors in South Africa. In total 434 employees were interviewed over three group levels (operational, middle and senior management). This was achieved by having 178 senior practitioners to each interview three subjects (one in each group level). The findings confirm that on average ICT (74.20%) and IM (62.18%) are well institutionalised in South African industry. Most organizations are aware of the distinction between ICT and IM, agreeing that ICT (78.69%) and IM (69.65%) are prerequisites to, and enablers of KM. In support of the concern that maturity models are biasing institutionalization towards the technological domain, findings support the argument that endeavours in IM, directly supported by ICT, are easier to implement and/or better managed and institutionalised, than endeavours that require human intervention and/or a human component to succeed.