An examination of human capital dimensions that has an influence on knowledge management practices to innovate : a case study of the State Security Agency (SSA)

This thesis examines the essential role of human capital in enhancing knowledge management (KM), knowledge sharing, and innovation within South Africa’s State Security Agency (SSA), a strategically significant yet under-researched intelligence institution. It explores the prospects for effective KM implementation in response to the High-Level Review Panel (2018) recommendations, which identified critical governance and capacity gaps. The study’s central argument is that the SSA’s ability to foster innovation and effective knowledge-sharing depends greatly on the strength of its human capital defined by employee skills, behaviours, and collaborative attitudes as well as the organisational culture and infrastructure that support these processes. Employing a mixed-methods design, the research integrates a quantitative survey of 167 employees (92.8% response rate) with qualitative interviews involving ICT specialists and ICT management. Findings reveal statistically significant correlations between human capital and knowledge sharing (r = .174, p < .05), and between human capital and innovation (r = .379, p < .001). Although the relationship between human capital and KM was positive (r = .114), it was not statistically significant (p > .05), suggesting that other organisational factors may exert greater influence. A notably strong correlation between KM and innovation (r = .862, p < .001) underscores their interdependence in fostering a collaborative and adaptive organisational environment. To address these insights, the study introduces two original frameworks: the Organisational Knowledge Sharing and Collaboration Hierarchy (OKSCH), inspired by Maslow’s Hierarchy of Needs, and the Human-Centric Knowledge Management Collaboration Model (HCKMCM). These models offer actionable strategies for progressive KM implementation, including structured training, leadership engagement, and inter-agency collaboration. Theoretically, the research advances KM discourse by shifting the emphasis from technology to human agency, extending KM theory into the intelligence sector, and aligning practices with the imperatives of digital transformation and data-driven governance. Practically, it provides a roadmap for the State Security Agency (SSA) and similar organisations to build resilient, innovative knowledge ecosystems through strategic investment in human capital, organisational culture, and leadership. Looking forward, the study positions these frameworks as foundational to the evolution of knowledge wealth intelligent systems, adaptive infrastructures that harness the power of artificial intelligence to amplify human insight, foster collaborative intelligence, and ensure sustainable knowledge stewardship. In an era where AI increasingly mediates decision-making and operational efficiency, these human-centric models offer a counterbalance, ensuring that the future of KM remains inclusive, ethical, and deeply rooted in organisational purpose.

Grantor dc:publisher

Stellenbosch : Stellenbosch University

Year dc:date.issued

2026

Author dc:creator

• Timana, Lovely Nkomo

Advisor dc:contributor.advisor

• Ndevu, Zwelinzima

Language dc:language.iso

en

Repository record dc:identifier.uri

https://scholar.sun.ac.za/handle/10019.1/135770

OAI identifier oai:identifier

oai:scholar.sun.ac.za:10019.1/135770