IT business consulting competencies to address business intelligence and analytics challenges in South African organisations
- Authors: Chatapura, Ruvimbo Faith
- Date: 2024-10-11
- Subjects: Business enterprises Information technology South Africa , Business intelligence , Business analytics , Business consultants , Dynamic capabilities , Knowledge management
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/462680 , vital:76325
- Description: Background: In today's dynamic environment, the importance and popularity of business intelligence and analytics (BI&A) has increased due to the rise in big data being generated across the globe. BI&A is an essential emerging business competency area and dynamic capability that serves as an enabler for organisations to harvest value from their big data. When implemented correctly, BI&A is a powerful tool that leads to increased competitive advantage. However, organisations in South Africa are facing major challenges when it comes to adopting and harnessing it. As such, it is IT business consultants that South African organisations turn to for acquiring BI&A expertise. Objective: Using the Theory of Dynamic Capabilities as an underpinning lens, the purpose of this study is to investigate the relevant competencies IT business consultants need to address BI&A challenges in South African organisations. This study focuses on developing a BI&A competency framework based on these competencies that IT business consultants can consider when addressing the BI&A challenges in South African organisations. Methods: A qualitative research approach was utilised in this study by making use of an interpretive paradigm, abductive reasoning, qualitative description research strategy, as well as semi-structured interviews and questionnaires as data collection methods to elicit feedback on this study’s BI&A competency framework. Content analysis was conducted to categorise and code the interview data, and descriptive analysis was conducted to rank the competencies in order of relevance. Findings: It was found that the relevant business competencies to consider are business acumen, industry knowledge and strategic conceptual abilities. The relevant technical competencies are categorised into three categories: analytical skills (logical thinking, problem-solving, statistical analysis and what-if analysis), data engineering (data modelling skills, data warehousing, database management, data governance, data interpretation, data stewardship, data visualisation tools and data processing languages) and supplementary skills (project management, consulting skills and artificial intelligence). The relevant values and behavioural competencies to consider are integrity, communication, teamwork, resilience, commitment, creativity, emotional intelligence, humility, behavioural analysis, curiosity, leadership and social intelligence. , Thesis (MCom) -- Faculty of Commerce, Information Systems, 2024
- Full Text:
- Date Issued: 2024-10-11
- Authors: Chatapura, Ruvimbo Faith
- Date: 2024-10-11
- Subjects: Business enterprises Information technology South Africa , Business intelligence , Business analytics , Business consultants , Dynamic capabilities , Knowledge management
- Language: English
- Type: Academic theses , Master's theses , text
- Identifier: http://hdl.handle.net/10962/462680 , vital:76325
- Description: Background: In today's dynamic environment, the importance and popularity of business intelligence and analytics (BI&A) has increased due to the rise in big data being generated across the globe. BI&A is an essential emerging business competency area and dynamic capability that serves as an enabler for organisations to harvest value from their big data. When implemented correctly, BI&A is a powerful tool that leads to increased competitive advantage. However, organisations in South Africa are facing major challenges when it comes to adopting and harnessing it. As such, it is IT business consultants that South African organisations turn to for acquiring BI&A expertise. Objective: Using the Theory of Dynamic Capabilities as an underpinning lens, the purpose of this study is to investigate the relevant competencies IT business consultants need to address BI&A challenges in South African organisations. This study focuses on developing a BI&A competency framework based on these competencies that IT business consultants can consider when addressing the BI&A challenges in South African organisations. Methods: A qualitative research approach was utilised in this study by making use of an interpretive paradigm, abductive reasoning, qualitative description research strategy, as well as semi-structured interviews and questionnaires as data collection methods to elicit feedback on this study’s BI&A competency framework. Content analysis was conducted to categorise and code the interview data, and descriptive analysis was conducted to rank the competencies in order of relevance. Findings: It was found that the relevant business competencies to consider are business acumen, industry knowledge and strategic conceptual abilities. The relevant technical competencies are categorised into three categories: analytical skills (logical thinking, problem-solving, statistical analysis and what-if analysis), data engineering (data modelling skills, data warehousing, database management, data governance, data interpretation, data stewardship, data visualisation tools and data processing languages) and supplementary skills (project management, consulting skills and artificial intelligence). The relevant values and behavioural competencies to consider are integrity, communication, teamwork, resilience, commitment, creativity, emotional intelligence, humility, behavioural analysis, curiosity, leadership and social intelligence. , Thesis (MCom) -- Faculty of Commerce, Information Systems, 2024
- Full Text:
- Date Issued: 2024-10-11
Critical factors for enabling knowledge sharing between government agencies within South Africa
- Authors: Mannie, Avain
- Date: 2012
- Subjects: Administrative agencies , Knowledge management , Business intelligence
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8822 , http://hdl.handle.net/10948/d1019699
- Description: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.
- Full Text:
- Date Issued: 2012
- Authors: Mannie, Avain
- Date: 2012
- Subjects: Administrative agencies , Knowledge management , Business intelligence
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: vital:8822 , http://hdl.handle.net/10948/d1019699
- Description: Globally, organisations have recognised the strategic importance of knowledge management (KM) and are increasingly focusing their efforts on practices to foster the creation, sharing and integration of knowledge. Whilst most research in Knowledge Management (KM) has focused on the private sector, there is a breadth of potential applications of KM theory and practice for government agencies to adopt in search of resolving pertinent problems. The purpose of this study is to examine the factors that influence the effectiveness of knowledge management towards collaborative problem solving in government. What is missing is research-based evidence of the factors that influence the main factors for knowledge sharing across government agencies. Given this gap, the researcher addresses the research question: In government agencies mandated to resolve issues of crime, what are the key factors required which support and influence the collaborative sharing culture? Upon analysing the data, the researcher found the following key factors as being determinants on knowledge management: organisational culture, learning organisation, collaboration, subject matter experts and trust. The two factors – organisational culture and learning organisation were identified as the most significant factors which lay as the root or core for the ‘knowledge tree’. Once these roots are in place, the other factors will gain their significance on knowledge management. These findings serve to extend the findings of the existing literature within the government sector. This study is important because the findings provide government agencies with critically important information to guide their actions towards ensuring a knowledge sharing culture is embedded in government. Whilst the empirical findings do not focus on databases or information technology specifically, it is important to acknowledge the use of both technology and people. The main concern is with managing an organisation’s knowledge assets: creating, storing, protecting, disseminating and using mission-critical knowledge. When people need knowledge, is it the right knowledge and is it timely and easy to locate and access? Is this precious commodity updated as learning occurs and better ways of doing things are discovered? The awareness of the value of knowledge to a business, coupled with its leadership, acts as an integrator that improves cross- functional communication and cooperation. Shared knowledge not only makes for a more effective, efficient and agile organisation, but creates a common perspective and culture that produces a natural consistency of successful decisions and actions. The collaborative knowledge tree model proposed in this study uses the analogy of a tree when viewing South African government agencies as the branches of a collective tree (government). This ‘tree’ requires leaders and policy making to ‘dig deep’ into understanding the roots of the tree in order to ensure that the appropriate ‘seeds’ are planted such that the tree grows and is able to provide the necessary fruit required. Ultimately, as suggested by former President Thabo Mbeki (2012) in his address, the role of knowledge would thus be seen as a collaborative means towards the betterment of society.
- Full Text:
- Date Issued: 2012
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