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Knowledge management in local government: The case of Stellenbosch Municipality

Shamin Gaffoor, Fanie Cloete

SA Journal of Information Management; Vol 12, No 1 (2010), 7 pages. doi: 10.4102/sajim.v12i1.422

Submitted: 25 May 2010
Published:  16 August 2010


Knowledge management (KM) was a well-founded management approach that held significant benefits for public sector organisations. KM as a management philosophy had an impact on various components of an organisation and it could therefore significantly advance organisational efficiency. The successful implementation of KM initiatives had to be ensured because, different organisational processes and departments had to collaborate and functional silos had to be eliminated. KM required long-term commitment and dedication from all organisational members. Furthermore, there were certain knowledge management enablers in an organisation that needed to be developed and that were necessary for the achievement of organisational effectiveness. These enablers were the organisational culture, human resources, information technology, organisational structure and, the organisation’s strategy and leadership. This article assessed each of these enablers and how they impacted on an organisation’s KM efforts. Stellenbosch Municipality was used as a case in point. The article further examined how local governments were able to effectively implement KM practices as strategic tools used to achieve service delivery and operational goals. The article concluded with a number of recommended strategies, (1) to develop the KM enablers that were present in organisations and (2) to aid the implementation of successful organisational KM initiatives.

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Author affiliations

Shamin Gaffoor, University of Stellenbosch, South Africa
Fanie Cloete, University of Johannesburg


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