This paper analyses the relationship between Public Administration, Knowledge Management and Service Delivery and to understand if improved Knowledge Management in the South African Government can improve public sector service delivery. This paper is a systematic analysis of 150 secondary literature sources. Even though not all the secondary literature sources analysed are used or cited in the paper, they nonetheless contributed to the identification of several key issues. The main finding of this paper is that improved Knowledge Management in the (...) South African Government would ultimately result in improved public sector service delivery. There is a dearth of empirical research on Knowledge Management in the South African Government, including whether the public sector's adoption of private-sector methods to better itself is effective. From a Public Administration standpoint, none of the literature analysed explains how to successfully integrate Knowledge Management in the "South African Government to improve service delivery." More research on this subject is necessary. Especially, to determine the impact of Knowledge Management on investor confidence, and the inflow of Foreign Direct Investment. The research will benefit governments of developing countries, particularly South Africa, Public Administration scholars, and Knowledge Management professionals. (shrink)

This article examines public administration from 1890 to 2023 to see how it evolved and influenced practice and if good governance is a crucial component in this transformation. This paper presents an in-depth review of several different pieces of secondary literature sources. This paper produced several key findings. The most important finding of this literature study is that, between 1890 and 1980, the Public Administration transitioned from "Traditional Public Administration" to "New Public Management" due to the growing need for good (...) governance. The year 2000 saw the birth of a novel idea in public administration known as "New Public Governance," which has persisted in practice ever since. This paper will be useful to Public Administration practitioners worldwide. There has been little empirical research into how the evolution of Public Administration encourages governments to act more like private corporations. Consequently, more research on this subject is encouraged. (shrink)

Although Knowledge Management was introduced as a Key Performance Indicator (KPI) for all senior management in South Africa 15 years ago, its implementation has been slow and inconsistent. This paper aimed to identify the factors that contribute to or deter the implementation of Knowledge Management in the South African government. The issue was explored through a review of literature on Knowledge Management, as well as results of an interview and questionnaire completed by government officials doing Knowledge Management practitioner work in (...) the South African government. The quantitative data was analysed using DATAtab. The findings identified two key factors that deter the implementation of Knowledge Management in the South African government: most departments in the South African government do not value Knowledge Management, and public officials responsible for implementing Knowledge Management in their departments lack implementation skills. A lack of research on Knowledge Management in developmental governments exists. More research on this subject is necessary. The research will benefit Knowledge Management and Public Administration practitioners alike. (shrink)

This paper is based on the premise that public officials in developing countries lack the necessary skills to implement Knowledge Management (KM) successfully, so a framework is required to facilitate this process. South Africa is the case study. It is therefore necessary to develop a Knowledge Management Implementation Framework (KMIF). Consequently, one of the objectives of this paper is to validate this need and then outline a KMIF that can help government departments in developing countries implement KM and foster a (...) KM culture. A mixed methodology approach was used, combining qualitative and quantitative data collection. Based on the Taro Yamane formula, 139 people were selected from a target population of 221 officials involved in KM in the South African government. DATAtab, a web-based statistics application, was used to analyze the responses. A comprehensive review of several secondary literature sources was carried out. For the literature review, relevant peer-reviewed articles were downloaded from Google Scholar, ResearchGate, Scopus, and Phil Papers. The study posits that officials charged with KM implementation in the South African government lack the necessary implementation skillset, that a need for a KMIF exists, and subsequently outlines a three-stage KMIF to facilitate their efforts. This study recommends that the proposed three-stage KMIF be adopted since it will provide the government (i) a simplified and structured way of realizing KM; (ii) it will be an effective tool that officials can use to guide them on how to implement KM, and (iii) it will cultivate a KM culture within the government. Even though the study is original to the South African government, the findings, however, may be applied to other emerging governments in Africa and beyond. Despite its theoretical nature, the paper lacks empirical validation, leaving it open to further investigation. (shrink)

The object of research: The study revolves around KM and service delivery. It ascertains whether KM is a plausible solution to public service delivery challenges. Although the paper is aimed at governments worldwide, it is focusing on South Africa. Investigated problem: While the public service in South Africa has been significantly transformed since apartheid’s end in 1994, the government is now under enormous pressure to deliver and save the public service from further collapse. Recent years have seen an increase in (...) service delivery demonstrations and marches. Many believe the public service delivery mechanisms introduced to circumvent public service delivery challenges have been ineffective. The main scientific results: Despite knowing what must be done, officials have trouble putting their plans, strategies, and policies into action. This is even though service delivery mechanisms were implemented to help them improve service delivery. In fact, only half of the respondents (50.7 %, n=33) were aware of service delivery mechanisms, though 95.4 % (n=62) concurred that KM is a viable solution to improve service delivery. Area of practical use of the research results: Very little research has been conducted on KM as a potential solution to South Africa’s service delivery problems. As a result, this research provides new insights into improving public sector service delivery using KM. Overall, the findings will benefit KM and Public Administration practitioners. (shrink)