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- Volume 9, Issue 3, 2007
South African Journal of Information Management - Volume 9, Issue 3, 2007
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Volume 9, Issue 3, 2007
Author C. RensleighSource: South African Journal of Information Management 9, pp 1 –18 (2007)More Less
The information workers of today have a wide range of information sources available to make valuable decisions, so much so that it can lead to information overload. The purpose of this research was to investigate the extent of information overload in the South African banking industry. The empirical part of this study was done at the Standard Bank of South Africa, where 115 questionnaires were distributed to three categories of employees. It was found that e-mail is one of the most used computer-mediated applications and is used more than the World-Wide Web, instant messaging or peer-to-peer file sharing. Of the respondents, 65% felt overwhelmed by the amount of e-mails they received as 25% received more than 60 e-mails per day. A third of the respondents dedicated three hours or more to e-mails per day. Respondents agreed that the implementation of policies is important to ensure compliance with legislation, protection of privacy rights and copyright, and the filtering of spam. In conclusion, the respondents indicated that formal training in e-mail management should make a significant difference in the usage of e-mail within the organization and reduce e-mail overload.
Author M.M.M. SnymanSource: South African Journal of Information Management 9, pp 1 –11 (2007)More Less
In a recent article Kruger and Snyman hypothesized that progressions in knowledge management maturity (from a strategic perspective) are directly related to an increased ability to speed up the strategic cycle of imitation, consolidation and innovation. The arguments proposed, however, neglected to supply the reader with a practical toolkit or even a roadmap (a time-related matrix, or questionnaire) to successfully measure succession in knowledge management maturity. This article builds on the previous one and proposes a questionnaire consisting of six sections, containing 101 descriptionptive questions, to enable organizations to test and assess their knowledge management maturity empirically. The development of an instrument to measure knowledge management maturity required adhering to a research design that combined theoretical propositions with practical experimentation. As a point of departure, a knowledge management maturity matrix consisting of seven maturity levels was formulated. All questions contained within the matrix were benchmarked against a survey questionnaire developed by the public management service of the OECD (PUMA) and were also pre-tested and validated. This process of refinement led to the formulation of the Knowledge Management Maturity Questionnaire. To avoid any taint of this research being based only on theoretical propositions, the questionnaire was tested by 178 master students of the University of Pretoria, South Africa, in nine different industries. The proposed questionnaire provides a bridge between theoretical propositions and practical usability, not only enabling knowledge management practitioners to assess the level of knowledge management maturity reached successfully but, more importantly, also serving as a guideline to institutionalize further and future knowledge management endeavours.
Do corporate Web sites in Africa communicate investor information according to best practice guidelines?Author R. BaardSource: South African Journal of Information Management 9, pp 1 –13 (2007)More Less
Corporate Web sites have become very popular media of information over the past decade. The Investor Relations Society published best practice Web site guidelines in December 2006 to guide companies seeking to improve the quality of their on-line communication with investors via their corporate Web sites. Guidelines were given for presentation (the way in which information is communicated) and content (the information that is communicated). This study focused only on content. A 20-point checklist was developed from the prescribed best practice. The checklist focused on the six categories of best practice that entail company information, annual reports of the current year and archive, relevant news, shareholder information, bondholder information, corporate governance and corporate responsibility. Seventy-eight companies in Africa (40 from South Africa and 38 from the 'rest of Africa', that is Egypt, Kenya, Morocco, Nigeria and Tunisia) were evaluated against this checklist. Companies from the 'rest of Africa' rated lower than South African companies in all categories on the checklist. Although South African companies received ratings above 90% for all categories, besides bondholder information, many of these companies do not supply shareholder, corporate governance and corporate responsibility information via dedicated sections on their corporate Web sites. The results for companies from the 'rest of Africa' were disappointing, especially with regard to communication of annual reports, shareholder information, bondholder information and corporate responsibility. Although possible reasons for these disappointing results are discussed in this study, further research should be conducted to determine the reason(s) why important elements of information are not communicated via corporate Web sites.