https://academic-publishing.org/index.php/ejkm/issue/feed 2024-04-24T00:00:00+00:00 Karen Harris Karen.Harris@academic-publishing.org Open Journal Systems <p><strong>The Electronic Journal of Knowledge Management (EJKM)</strong><strong> </strong>publishes research on topics relevant to the study and implementation of knowledge management, intellectual capital, intangible resources and related fields of study.<br /><br />The journal contributes to the development of theory, practice and policy in the field of knowledge management, intellectual capital and intangible resources. The journal accepts academically robust papers, topical articles, essays, book reviews and case studies that contribute to developing knowledge management, intellectual capital and intangible resources research and practice. All papers are double blind reviewed. This journal is indexed by <strong>Scopus</strong>.</p> https://academic-publishing.org/index.php/ejkm/article/view/3344 2024-01-27T16:58:43+00:00 Emmanuel Udekwe emmaudekwe@gmail.com Chux Gervase Iwu cgiwu@uwc.ac.za Olusegun Samson Obadire segun.Obadire@univen.ac.za

<p>The search for significance in the constantly changing health sector environment has led many organisations/sectors to consider numerous strategies, such as the introduction of information systems in human resource management. Thus, the utilisation of human resource information systems (HRIS) for sustainable healthcare workforce performance to realise substantial study interest without proportionate consideration of how HRIS can impact the healthcare sector for sustainable development growth in South Africa (SA). A mixed-method research design was employed; four public hospitals were selected in the Western Cape Provincial Department of Health and Wellness (WCPDHW) of SA. A pragmatic paradigm with an abductive approach was initiated. Psychometric properties testing was carried out to assess the reliability and validity of the data instrument. The participants were selected purposively from the four hospitals. Forty-six questionnaires and forty-one interviews were collated for the study. It was realised that the lack of effective HRIS does not bode well for healthcare workforce performance management due to reasons such as insufficient computers and information systems, lack of teamwork and staff participation, lack of sophisticated systems, lack of confidentiality of information, continuous use of manual HR processes, lack of government support and commitment. These reasons do not support sectors such as healthcare that should add to the country’s growth and sustainable strategy. The respondents argue that the effectiveness of information systems is sustained if a suitable intervention of how it can be improved to achieve better healthcare performance in the sector is introduced. It was found that the lack of upgrades to the system in use does create negativity among healthcare workers regarding the impact of HRIS on their performance in the healthcare sector. The study recommends sustainable technological structures and the elimination of manual HR processes. It further recommends effective guidelines for effective HRIS utilisation to sustain workforce performance in SA’s health sector. Future research directions are signalled in the study.</p>

2024-04-24T00:00:00+00:00 Copyright (c) 2024 Emmanuel Udekwe, Chux Gervase Iwu, Olusegun Samson Obadire https://academic-publishing.org/index.php/ejkm/article/view/3554 2024-04-20T19:44:57+00:00 Wioleta Kucharska wioleta.kucharska@pg.edu.pl Denise Bedford db233@georgetown.edu

<p>This paper examines the impact of knowledge, learning, and collaboration cultures synergy (the KLC approach) on organizational adaptability. The SEM analysis method was applied to verify the critical assumption of this paper that the KLC approach supports knowledge-sharing processes (tacit and explicit) and that both matter for organizational intelligence activation.</p> <p>The empirical evidence, based on a 640-case sample composed of Polish knowledge workers, exposed that knowledge sharing, organizational intelligence, and innovativeness are vital benefits of the KLC cultures’ synergy and showed that trust among workmates is critical to sustaining tacit knowledge sharing in an organization. Tacit knowledge is clearly exposed as an essential ingredient of change adaptability, which is seen as a proxy for organizational intelligence. Moreover, the mistakes acceptance component of learning culture supporting trial-error-learnings is noted as tremendous for knowledge-sharing processes, organizational intelligence (change adaptability), and innovativeness. This study proved that knowledge sharing, organizational intelligence, and innovativeness are vital benefits of the synergy that offers the KLC cultures. Trust strengthens this effect. So, to gain these benefits, knowledge-driven organizations should employ trusted managers who trust others and, in addition to their professional credentials, exhibit strong habits of respecting knowledge, learning, and collaboration.</p>

2024-07-09T00:00:00+00:00 Copyright (c) 2024 Wioleta Kucharska, Denise Bedford