Improving Knowledge Management Practices in the South African Healthcare System
Knowledge is increasingly recognised in this, the
knowledge era, as a strategic resource, by public sector organisations,
in view of the public sector reform initiatives. People and knowledge
play a vital role in attaining improved organisational performance
and high service quality. Many government departments in the public
sector have started to realise the importance of knowledge
management in streamlining their operations and processes. This
study focused on knowledge management in the public healthcare
service organisations, where the concept of service provider
competitiveness pales to insignificance, considering the huge
challenges emanating from the healthcare and public sector reforms.
Many government departments are faced with challenges of
improving organisational performance and service delivery,
improving accountability, making informed decisions, capturing the
knowledge of the aging workforce, and enhancing partnerships with
stakeholders.
The purpose of this paper is to examine the knowledge
management practices of the Gauteng Department of Health in South
Africa, in order to understand how knowledge management practices
influence improvement in organisational performance and healthcare
service delivery. This issue is explored through a review of literature
on dominant views on knowledge management and healthcare service
delivery, as well as results of interviews with, and questionnaire
responses from, the general staff of the Gauteng Department of
Health. Web-based questionnaires, face-to-face interviews and
organisational documents were used to collect data. The data were
analysed using both the quantitative and qualitative methods. The
central question investigated was: To what extent can the conditions
required for successful knowledge management be observed, in order
to improve organisational performance and healthcare service
delivery in the Gauteng Department of Health.
The findings showed that the elements of knowledge management
capabilities investigated in this study, namely knowledge creation,
knowledge sharing and knowledge application, have a positive,
significant relationship with all measures of organisational
performance and healthcare service delivery. These findings thus
indicate that by employing knowledge management principles, the
Gauteng Department of Health could improve its ability to achieve its
operational goals and objectives, and solve organisational and
healthcare challenges, thereby improving organisational performance
and enhancing healthcare service delivery in Gauteng.
[1] C. Agrawal, B. Agrawal, and B. Chandak, Knowledge management: A
strategic approach towards the increasing pace of innovation and
organisational performance, TECNIA Journal of Management Studies,
2007, 2(1), pp. 1-4.
[2] L. Amado, N. Christofides, R. Pieters, and J. Rusch, National Health
Insurance: A lofty ideal in need of cautious planned implementation:
forum. South African Journal of Bioethics and Law, 2012, 5(1), pp. 4-
10.
[3] V. S. Anantatmula, and S. Kanungo, Modelling enablers for successful
KM implementation. Journal of Knowledge Management, 2010, 14(1),
pp. 100-113.
[4] D. Anry, L.C Jacobs, and A. Razavieh, Introduction to Research in
Education. Fort Worth, TX: Harcourt Brace College Publishers, 1996
[5] E. Arora, Knowledge management in public sector. Journal of Arts
Science & Commerce ISSN, 2229(4686), 2011.
[6] J.E. Bartlett, J.W. Kotrlik, and C.C. Higgins. "Organizational research:
Determining appropriate sample size in survey research" Information
technology, learning, and performance journal, 2001, 19(1) pp. 43-50.
[7] P. Bazeley, and K. Jackson, (Eds.), Qualitative data analysis with
NVivo. Sage Publications Limited, London EC1Y 1SP, 2013.
[8] Y. Bayda, A comparative analysis of the healthcare systems. Doctoral
Thesis. ID Number: 165931. Department of Economia e Finanza, Libera
Universita Internazionale degli Studi Sociali, 2013.
[9] F. Becker, Organisational ecology and knowledge networks. California
Management Review, 2007, 49(2): pp. 42-60.
[10] E.H. Bradley, L.A. Curry, and K.J. Devers, Qualitative data analysis for
health services research: Developing taxonomy, themes, and theory.
Health Services Research, 2007, 42(4), 1758-1772.
[11] S.L. Caudle, Qualitative data analysis. Handbook of Practical Program,
2004, 19, 417.
[12] J. Child, Strategic choices in healthcare, with reference to the UK
National Health Service. European Journal of International
Management, 2013, 7(2), pp. 139-158.
[13] X. Cong, R. Li-Hua, and G. Stonehouse, Knowledge management in the
Chinese public sector: Empirical investigation, Journal of Technology
Management in China, 2007, 2(3): 250 – 263.
[14] H. Coovadia, R. Jewkes, P. Barron, D. Sanders, and D. Mcintyre, The
health and health system of South Africa: Historical roots of current
public health challenges. The Lancet, 2009, 374(9692), pp. 817-834.
[15] J.W. Cox, and J. Hassard, Triangulation in organizational research: A representation.
Organization. 2005, 12 (1), pp. 109-133
[16] A. DeNisi, M. Hitt, and S. JACKSON, The Knowledge-based Approach
to Sustainable Competitive Advantage. Managing knowledge for
sustained competitive advantage: Designing strategies for effective
human resource management, 2003, pp.3-33.
[17] M. Du Plessis, The role of knowledge management in innovation.
Journal of Knowledge Management, 2007, 11(4), pp. 20-29.
[18] DoH (National Department of Health), Revised Draft Health Charter,
2005, available from http://www.doh.gov.za/docs/misc/healthcharterrevised.
pdf. (Accessed 21 July 2014).
[19] C. El Morr, and J. Subercaze, Knowledge management in healthcare.
Handbook of Research on Developments in e-Health and Telemedicine:
Technological and Social Perspectives, 2010, pp. 490-510.
[20] L. Frisina, Policy values and policy change in different healthcare
systems: A comparative analysis of the British NHS and US private
insurance system, Harvard Health Policy Review, 2008, 9, I: pp. 88-99.
[21] S. Gaffoor, and F. Cloete, Knowledge management in local government:
The case of Stellenbosch Municipality. SA Journal of Information
Management, 2010, 12(1), 7-pages.
[22] S. Gorard, and C. Taylor, What is triangulation? Building research
capacity. Journal of the ESRC Teaching and Learning Research
Programme Research Capacity Building Network, 2004, 7, pp. 7-9.
[23] C. Grobler, and I.C. Stuart, Health care provider choice. South African
Journal of Economics, 2007, 75(2), pp. 327-350.
[24] M. Herbert, Reforming health care. Chisholm Health Ethics Bulletin,
2004, 10(2), pp. 1.
[25] Y.C. Hu, Research on relationship of knowledge management and
organisational performance, International Conference on Management
of e-Commerce and e-Government 2009, ICMECG’09, 2009, pp. 281-
283. IEEE.
[26] M. Ingle, Public policy and Batho Pele in South Africa: Time to turn
over a new leaf. Journal for New Generation Sciences, 2011, 9(1), pp.
67-80.
[27] R.B. Johnson, and A.J. Onwuegbuzie, Mixed methods research: A
research paradigm whose time has come. Educational researcher, 2004,
33(7), 14-26.
[28] G.D. Israel, Determining sample size. Gainville, FL: Florida State
University, 2009.
[29] A. Kagee, Treatment adherence in South African primary health care:
Original research. South African Family Practice, 2004, 46(10), pp. 26.
[30] H.N. Khalilabad, O.N. Mazandarani, I. Sentosa, and S.K. Piaralal, The
impact of knowledge management on customer relationship
management. Journal of American Academy of Business, 2006, 9(2).
[31] Y.M. Kim, D. Newby-Bennett, and H.J. Song, Knowledge sharing and
institutionalism in the healthcare industry. Journal of Knowledge
Management, 2012, 16(3), pp 480-494.
[32] R.V. Krejcie, and D.W. Morgan, Determining sample size for research
activities. Educational and Psychological Measurement, 1970, 30, pp.
607-610.
[33] H.F. Lin, and G.G. Lee, Impact of organizational learning and
knowledge management factors on e-business adoption. Management
Decision, 2005, 43 (2), pp. 171–188.
[34] B.M. Mayosi, J.E. Lawn, A. Van Niekerk, D. Bradshaw, S.S. Abdool
Karim, and H.M. Coovadia, Health in South Africa: Changes and
challenges since 2009. The Lancet, 2012, 380(9858), pp. 2029-2043.
[35] C. Manicom, Where do our patients die? A review of the place of death
of cancer patients in Cape Town, South Africa. Palliative and
Supportive Care, 2011, 9(01), pp. 31-41.
[36] A. Mannie, H.J. Van Niekerk, and C.M. Adendorff, Significant factors
for enabling knowledge sharing between government agencies within
South Africa. SA Journal of Information Management, 2013, 15(2), 8-
pages.
[37] V. Mele, and E. Ongaro, Public sector reform in a context of political
instability: Italy 1992–2007. International Public Management Journal,
2014, 17(1), pp. 111-142.
[38] K.S. Metaxiotis, Healthcare Knowledge Management. Encyclopedia of
knowledge management. Schwartz, D. G. (Ed.). 2006. Idea Group Inc,
Convent Garden London, WC2E 8LU. 2011, pp. 204-210.
[39] A.M. Mills, and T.A. Smith, Knowledge management and organisational
performance: A decomposed view. Journal of Knowledge Management,
2011, 15(1), pp. 156-171.
[40] M.Y. Mphahlele, Knowledge management practices in the South African
public sector 2002-2008 (Doctoral dissertation, Stellenbosch: University
of Stellenbosch), 2010.
[41] M. Muller, M. Bezuidenhout, K. Jooste, M.C. Bezuidenhout, and M.E.
Muller, Healthcare Service Management. Juta and Company Ltd. Cape
Town, South Africa, 2011.
[42] V. Murray, and A. Kessel, Setting disaster research priorities. In
Disaster Bioethics: Normative Issues When Nothing is Normal,
Netherlands: Springer, 2014, pp. 143-157.
[43] National Treasury, Estimates of national expenditure budget 2013 Vote
16: Health, 2013, Available: http://www.treasury.gov.za/documents/
national%20budget/2013/enebooklets/Vote%2016%20Health.pdf.
(Accessed 23 April 2014).
[44] R.H. Nengwekhulu, Public service delivery challenges facing the South
African public service. Journal of Public Administration, 2009, 44(2),
pp. 341-363.
[45] T.T. Nguyen, R.W. Smyth, and G.G. Gable, Knowledge management
issues and practices: A case study of a professional services firm.
Fifteenth Australasian Conference on Information Systems, December 1-
3, 2004, Hobart, Tasmania.
[46] I. Nonaka, G. Von Krogh, and S. Voelpel, Organisational knowledge
creation theory: evolutionary paths and future advances. Organisation
studies, 2006, 27(8), pp. 1179-1208.
[47] K. North, and G. Kumta, Strategies for managing knowledge. In
Knowledge Management, 2014. pp. 151-192, Springer International
Publishing.
[48] C. Pathirage, R.D.G. Amaratunga, and R.P. Haigh, Knowledge
management and organisational performance: A literature review.
Research Institute for Built and Human Environment, University of
Salford, Salford M7 1NU, 2004.
[49] PCS (Public Service Commission). Consolidated report on Inspections
of Primary Health Care Delivery Sites: Department of Health, 2010,
Available from http://www.psc.gov.za. (Accessed 24 April 2014).
[50] R.A. Perkins, Using research-based practices to increase response rates
of web-based surveys. Educause Quarterly, 2011.
[51] C.J. Pretorius, and H. Steyn, Knowledge management in project
environments. Southern African Journal of Business Management, 2005,
36(3), pp. 41-50.
[52] M.N. Ramuvhundu, Evaluating the impact of local government
performance management systems on service delivery (Doctoral
dissertation, University of South Africa), 2012.
[53] S.A. Raturi, and P.E. Jack, Lessons learned from methodological
triangulation in management research. Management Research News.
2006, 29(6), pp. 345-357.
[54] A.B. Rust, and J.J. De Jager. Leadership in public health care: Staff
satisfaction in selected South African hospitals. African Journal of
Business Management, 2010, 4(11), pp. 2277-2287.
[55] N. Schaay, D. Sanders, and V. Kruger, Overview of health sector
reforms in South Africa, Human Development Resource Center,
London, 2011.
[56] R. Sharkie, Knowledge creation and its place in the development of
sustainable competitive advantage, Journal of Knowledge Management,
2003, 7(1), pp. 20–31.
[57] N.M. Tshirado, Information orientation of a public organisation: A
qualitative case study of the information orientation in the Department
of International Relations and Cooperation (Doctoral dissertation,
Stellenbosch: Stellenbosch University), 2013.
[58] A.M. Tzortzaki, and A. Mihiotis, A review of knowledge management
theory and future directions. Knowledge and Process Management,
2014, 21(1), pp. 29-41.
[59] F.A. Uriarte, Introduction to knowledge management. ASEAN
Foundation, Jakarta, Indonesia, 2008.
[60] Vambe, A. K. An Examination of Health Care Financing Models:
Lessons for South Africa. Journal of Finance, Accounting and
Management, 2014, 5(1), 161-217
[61] L. Van Der Loos, To stay ahead, you must never stop learning. The Star,
Workplace. 2008, Wednesday April 23.
[62] H. Wadee, and F. Khan, Human resources for health: Health care
delivery. South African health review, 2007, pp. 141-149.
[63] WHO (World Health OrganisationPrimary healthcare. ). 2012.
Available from http://www.who.int/topics/primary_health_care/en/.
(accessed June 28, 2014).
[64] N. Wickramasinghe, Implicit and explicit knowledge assets in
healthcare. In Pervasive Health Knowledge Management, 2013, pp. 15-
26, Springer New York.
[65] N. Wickramasinghe, and G. Davison, Making explicit the implicit
knowledge assets in healthcare: The case of multidisciplinary teams in
care and cure environments. Health Care Management Science, 2004,
7(3), pp. 185-195.
[66] N. Wickramasinghe, Building a learning healthcare organisation by
fostering organisational learning through a process centric view of
knowledge management. International Journal of Innovation and
Learning, 2008, 5(2), pp. 201-216.
[67] A. Wildschut, and T. Mqolozana, Shortage of nurses in South Africa:
Relative or absolute. Part of study: A multiple source identification and
verification of scarce and critical skills in the South African labour
market: Human Sciences Research Council, Department of Labour.
2008.
[68] A. Willem, and M. Buelens, Knowledge sharing in public sector
organisations: The effect of organisational characteristics on
interdepartmental knowledge sharing. Journal of Public Administration
Research and Theory, 2007, 17(4), pp. 581-606.
[69] World Bank, World Development Report 2004: Making Services Work
for Poor People, World Bank and Washington, D.C: Oxford University
Press. 2004.
[1] C. Agrawal, B. Agrawal, and B. Chandak, Knowledge management: A
strategic approach towards the increasing pace of innovation and
organisational performance, TECNIA Journal of Management Studies,
2007, 2(1), pp. 1-4.
[2] L. Amado, N. Christofides, R. Pieters, and J. Rusch, National Health
Insurance: A lofty ideal in need of cautious planned implementation:
forum. South African Journal of Bioethics and Law, 2012, 5(1), pp. 4-
10.
[3] V. S. Anantatmula, and S. Kanungo, Modelling enablers for successful
KM implementation. Journal of Knowledge Management, 2010, 14(1),
pp. 100-113.
[4] D. Anry, L.C Jacobs, and A. Razavieh, Introduction to Research in
Education. Fort Worth, TX: Harcourt Brace College Publishers, 1996
[5] E. Arora, Knowledge management in public sector. Journal of Arts
Science & Commerce ISSN, 2229(4686), 2011.
[6] J.E. Bartlett, J.W. Kotrlik, and C.C. Higgins. "Organizational research:
Determining appropriate sample size in survey research" Information
technology, learning, and performance journal, 2001, 19(1) pp. 43-50.
[7] P. Bazeley, and K. Jackson, (Eds.), Qualitative data analysis with
NVivo. Sage Publications Limited, London EC1Y 1SP, 2013.
[8] Y. Bayda, A comparative analysis of the healthcare systems. Doctoral
Thesis. ID Number: 165931. Department of Economia e Finanza, Libera
Universita Internazionale degli Studi Sociali, 2013.
[9] F. Becker, Organisational ecology and knowledge networks. California
Management Review, 2007, 49(2): pp. 42-60.
[10] E.H. Bradley, L.A. Curry, and K.J. Devers, Qualitative data analysis for
health services research: Developing taxonomy, themes, and theory.
Health Services Research, 2007, 42(4), 1758-1772.
[11] S.L. Caudle, Qualitative data analysis. Handbook of Practical Program,
2004, 19, 417.
[12] J. Child, Strategic choices in healthcare, with reference to the UK
National Health Service. European Journal of International
Management, 2013, 7(2), pp. 139-158.
[13] X. Cong, R. Li-Hua, and G. Stonehouse, Knowledge management in the
Chinese public sector: Empirical investigation, Journal of Technology
Management in China, 2007, 2(3): 250 – 263.
[14] H. Coovadia, R. Jewkes, P. Barron, D. Sanders, and D. Mcintyre, The
health and health system of South Africa: Historical roots of current
public health challenges. The Lancet, 2009, 374(9692), pp. 817-834.
[15] J.W. Cox, and J. Hassard, Triangulation in organizational research: A representation.
Organization. 2005, 12 (1), pp. 109-133
[16] A. DeNisi, M. Hitt, and S. JACKSON, The Knowledge-based Approach
to Sustainable Competitive Advantage. Managing knowledge for
sustained competitive advantage: Designing strategies for effective
human resource management, 2003, pp.3-33.
[17] M. Du Plessis, The role of knowledge management in innovation.
Journal of Knowledge Management, 2007, 11(4), pp. 20-29.
[18] DoH (National Department of Health), Revised Draft Health Charter,
2005, available from http://www.doh.gov.za/docs/misc/healthcharterrevised.
pdf. (Accessed 21 July 2014).
[19] C. El Morr, and J. Subercaze, Knowledge management in healthcare.
Handbook of Research on Developments in e-Health and Telemedicine:
Technological and Social Perspectives, 2010, pp. 490-510.
[20] L. Frisina, Policy values and policy change in different healthcare
systems: A comparative analysis of the British NHS and US private
insurance system, Harvard Health Policy Review, 2008, 9, I: pp. 88-99.
[21] S. Gaffoor, and F. Cloete, Knowledge management in local government:
The case of Stellenbosch Municipality. SA Journal of Information
Management, 2010, 12(1), 7-pages.
[22] S. Gorard, and C. Taylor, What is triangulation? Building research
capacity. Journal of the ESRC Teaching and Learning Research
Programme Research Capacity Building Network, 2004, 7, pp. 7-9.
[23] C. Grobler, and I.C. Stuart, Health care provider choice. South African
Journal of Economics, 2007, 75(2), pp. 327-350.
[24] M. Herbert, Reforming health care. Chisholm Health Ethics Bulletin,
2004, 10(2), pp. 1.
[25] Y.C. Hu, Research on relationship of knowledge management and
organisational performance, International Conference on Management
of e-Commerce and e-Government 2009, ICMECG’09, 2009, pp. 281-
283. IEEE.
[26] M. Ingle, Public policy and Batho Pele in South Africa: Time to turn
over a new leaf. Journal for New Generation Sciences, 2011, 9(1), pp.
67-80.
[27] R.B. Johnson, and A.J. Onwuegbuzie, Mixed methods research: A
research paradigm whose time has come. Educational researcher, 2004,
33(7), 14-26.
[28] G.D. Israel, Determining sample size. Gainville, FL: Florida State
University, 2009.
[29] A. Kagee, Treatment adherence in South African primary health care:
Original research. South African Family Practice, 2004, 46(10), pp. 26.
[30] H.N. Khalilabad, O.N. Mazandarani, I. Sentosa, and S.K. Piaralal, The
impact of knowledge management on customer relationship
management. Journal of American Academy of Business, 2006, 9(2).
[31] Y.M. Kim, D. Newby-Bennett, and H.J. Song, Knowledge sharing and
institutionalism in the healthcare industry. Journal of Knowledge
Management, 2012, 16(3), pp 480-494.
[32] R.V. Krejcie, and D.W. Morgan, Determining sample size for research
activities. Educational and Psychological Measurement, 1970, 30, pp.
607-610.
[33] H.F. Lin, and G.G. Lee, Impact of organizational learning and
knowledge management factors on e-business adoption. Management
Decision, 2005, 43 (2), pp. 171–188.
[34] B.M. Mayosi, J.E. Lawn, A. Van Niekerk, D. Bradshaw, S.S. Abdool
Karim, and H.M. Coovadia, Health in South Africa: Changes and
challenges since 2009. The Lancet, 2012, 380(9858), pp. 2029-2043.
[35] C. Manicom, Where do our patients die? A review of the place of death
of cancer patients in Cape Town, South Africa. Palliative and
Supportive Care, 2011, 9(01), pp. 31-41.
[36] A. Mannie, H.J. Van Niekerk, and C.M. Adendorff, Significant factors
for enabling knowledge sharing between government agencies within
South Africa. SA Journal of Information Management, 2013, 15(2), 8-
pages.
[37] V. Mele, and E. Ongaro, Public sector reform in a context of political
instability: Italy 1992–2007. International Public Management Journal,
2014, 17(1), pp. 111-142.
[38] K.S. Metaxiotis, Healthcare Knowledge Management. Encyclopedia of
knowledge management. Schwartz, D. G. (Ed.). 2006. Idea Group Inc,
Convent Garden London, WC2E 8LU. 2011, pp. 204-210.
[39] A.M. Mills, and T.A. Smith, Knowledge management and organisational
performance: A decomposed view. Journal of Knowledge Management,
2011, 15(1), pp. 156-171.
[40] M.Y. Mphahlele, Knowledge management practices in the South African
public sector 2002-2008 (Doctoral dissertation, Stellenbosch: University
of Stellenbosch), 2010.
[41] M. Muller, M. Bezuidenhout, K. Jooste, M.C. Bezuidenhout, and M.E.
Muller, Healthcare Service Management. Juta and Company Ltd. Cape
Town, South Africa, 2011.
[42] V. Murray, and A. Kessel, Setting disaster research priorities. In
Disaster Bioethics: Normative Issues When Nothing is Normal,
Netherlands: Springer, 2014, pp. 143-157.
[43] National Treasury, Estimates of national expenditure budget 2013 Vote
16: Health, 2013, Available: http://www.treasury.gov.za/documents/
national%20budget/2013/enebooklets/Vote%2016%20Health.pdf.
(Accessed 23 April 2014).
[44] R.H. Nengwekhulu, Public service delivery challenges facing the South
African public service. Journal of Public Administration, 2009, 44(2),
pp. 341-363.
[45] T.T. Nguyen, R.W. Smyth, and G.G. Gable, Knowledge management
issues and practices: A case study of a professional services firm.
Fifteenth Australasian Conference on Information Systems, December 1-
3, 2004, Hobart, Tasmania.
[46] I. Nonaka, G. Von Krogh, and S. Voelpel, Organisational knowledge
creation theory: evolutionary paths and future advances. Organisation
studies, 2006, 27(8), pp. 1179-1208.
[47] K. North, and G. Kumta, Strategies for managing knowledge. In
Knowledge Management, 2014. pp. 151-192, Springer International
Publishing.
[48] C. Pathirage, R.D.G. Amaratunga, and R.P. Haigh, Knowledge
management and organisational performance: A literature review.
Research Institute for Built and Human Environment, University of
Salford, Salford M7 1NU, 2004.
[49] PCS (Public Service Commission). Consolidated report on Inspections
of Primary Health Care Delivery Sites: Department of Health, 2010,
Available from http://www.psc.gov.za. (Accessed 24 April 2014).
[50] R.A. Perkins, Using research-based practices to increase response rates
of web-based surveys. Educause Quarterly, 2011.
[51] C.J. Pretorius, and H. Steyn, Knowledge management in project
environments. Southern African Journal of Business Management, 2005,
36(3), pp. 41-50.
[52] M.N. Ramuvhundu, Evaluating the impact of local government
performance management systems on service delivery (Doctoral
dissertation, University of South Africa), 2012.
[53] S.A. Raturi, and P.E. Jack, Lessons learned from methodological
triangulation in management research. Management Research News.
2006, 29(6), pp. 345-357.
[54] A.B. Rust, and J.J. De Jager. Leadership in public health care: Staff
satisfaction in selected South African hospitals. African Journal of
Business Management, 2010, 4(11), pp. 2277-2287.
[55] N. Schaay, D. Sanders, and V. Kruger, Overview of health sector
reforms in South Africa, Human Development Resource Center,
London, 2011.
[56] R. Sharkie, Knowledge creation and its place in the development of
sustainable competitive advantage, Journal of Knowledge Management,
2003, 7(1), pp. 20–31.
[57] N.M. Tshirado, Information orientation of a public organisation: A
qualitative case study of the information orientation in the Department
of International Relations and Cooperation (Doctoral dissertation,
Stellenbosch: Stellenbosch University), 2013.
[58] A.M. Tzortzaki, and A. Mihiotis, A review of knowledge management
theory and future directions. Knowledge and Process Management,
2014, 21(1), pp. 29-41.
[59] F.A. Uriarte, Introduction to knowledge management. ASEAN
Foundation, Jakarta, Indonesia, 2008.
[60] Vambe, A. K. An Examination of Health Care Financing Models:
Lessons for South Africa. Journal of Finance, Accounting and
Management, 2014, 5(1), 161-217
[61] L. Van Der Loos, To stay ahead, you must never stop learning. The Star,
Workplace. 2008, Wednesday April 23.
[62] H. Wadee, and F. Khan, Human resources for health: Health care
delivery. South African health review, 2007, pp. 141-149.
[63] WHO (World Health OrganisationPrimary healthcare. ). 2012.
Available from http://www.who.int/topics/primary_health_care/en/.
(accessed June 28, 2014).
[64] N. Wickramasinghe, Implicit and explicit knowledge assets in
healthcare. In Pervasive Health Knowledge Management, 2013, pp. 15-
26, Springer New York.
[65] N. Wickramasinghe, and G. Davison, Making explicit the implicit
knowledge assets in healthcare: The case of multidisciplinary teams in
care and cure environments. Health Care Management Science, 2004,
7(3), pp. 185-195.
[66] N. Wickramasinghe, Building a learning healthcare organisation by
fostering organisational learning through a process centric view of
knowledge management. International Journal of Innovation and
Learning, 2008, 5(2), pp. 201-216.
[67] A. Wildschut, and T. Mqolozana, Shortage of nurses in South Africa:
Relative or absolute. Part of study: A multiple source identification and
verification of scarce and critical skills in the South African labour
market: Human Sciences Research Council, Department of Labour.
2008.
[68] A. Willem, and M. Buelens, Knowledge sharing in public sector
organisations: The effect of organisational characteristics on
interdepartmental knowledge sharing. Journal of Public Administration
Research and Theory, 2007, 17(4), pp. 581-606.
[69] World Bank, World Development Report 2004: Making Services Work
for Poor People, World Bank and Washington, D.C: Oxford University
Press. 2004.
@article{"International Journal of Business, Human and Social Sciences:65119", author = "Kgabo H. Badimo and Sheryl Buckley", title = "Improving Knowledge Management Practices in the South African Healthcare System", abstract = "Knowledge is increasingly recognised in this, the
knowledge era, as a strategic resource, by public sector organisations,
in view of the public sector reform initiatives. People and knowledge
play a vital role in attaining improved organisational performance
and high service quality. Many government departments in the public
sector have started to realise the importance of knowledge
management in streamlining their operations and processes. This
study focused on knowledge management in the public healthcare
service organisations, where the concept of service provider
competitiveness pales to insignificance, considering the huge
challenges emanating from the healthcare and public sector reforms.
Many government departments are faced with challenges of
improving organisational performance and service delivery,
improving accountability, making informed decisions, capturing the
knowledge of the aging workforce, and enhancing partnerships with
stakeholders.
The purpose of this paper is to examine the knowledge
management practices of the Gauteng Department of Health in South
Africa, in order to understand how knowledge management practices
influence improvement in organisational performance and healthcare
service delivery. This issue is explored through a review of literature
on dominant views on knowledge management and healthcare service
delivery, as well as results of interviews with, and questionnaire
responses from, the general staff of the Gauteng Department of
Health. Web-based questionnaires, face-to-face interviews and
organisational documents were used to collect data. The data were
analysed using both the quantitative and qualitative methods. The
central question investigated was: To what extent can the conditions
required for successful knowledge management be observed, in order
to improve organisational performance and healthcare service
delivery in the Gauteng Department of Health.
The findings showed that the elements of knowledge management
capabilities investigated in this study, namely knowledge creation,
knowledge sharing and knowledge application, have a positive,
significant relationship with all measures of organisational
performance and healthcare service delivery. These findings thus
indicate that by employing knowledge management principles, the
Gauteng Department of Health could improve its ability to achieve its
operational goals and objectives, and solve organisational and
healthcare challenges, thereby improving organisational performance
and enhancing healthcare service delivery in Gauteng.
", keywords = "Knowledge Management, Healthcare Service
Delivery, Public Healthcare, Public Sector.", volume = "8", number = "11", pages = "3448-10", }
