IFLA Knowledge Management Section
Satellite Meeting
Knowledge management and innovation: the transformation of 21st century library
services
Friday 14 August 2015 09.00 – 16.45
Goethe Center, Cape Town, 155 Buitenkant St., Gardens 8001
http://www.goethe.de/capetown
Abstracts and Curricula Vitae
1. KM, Innovation and transformation
Abstract
Whether we can it KM, knowledge sharing, or knowledge collaboration, the activity of
sharing and transferring knowledge to build faster learning organizations, to collaborate and
create innovative products and services, and to transform organizations into successful and
productive engaging their clients, there are definitely frameworks, practices and techniques
which enhance these activities. Our expert shares case studies, lessons learned and provides
some tips for ensuring your library or organization is innovative & evolving with your
industry and clients.
Dr. Dave Snowden, Chief Scientific Officer, Cognitive Edge, USA
http://cognitive-edge.com/team/dave-snowden
Founder and chief scientific officer of Cognitive Edge. His work is international in nature and
covers government and industry looking at complex issues relating to strategy,
organisational decision making and decision making. He has pioneered a science based
approach to organisations drawing on anthropology, neuroscience and complex adaptive
systems theory. He is a popular and passionate keynote speaker on a range of subjects, and
is well known for his pragmatic cynicism and iconoclastic style.
He holds visiting Chairs at the Universities of Pretoria and Hong Kong Polytechnic University
as well as a visiting fellowship at the University of Warwick. He is a senior fellow at the
Institute of Defense and Strategic Studies at Nanyang University and the Civil Service College
in Singapore. His paper with Boone on Leadership was the cover article for the Harvard
Business Review in November 2007 and also won the Academy of Management aware for
the best practitioner paper in the same year.
He has previously won a special award from the Academy for originality in his work on
knowledge managment. He is a editorial board member of several academic and practitioner
journals in the field of knowledge management and is an Editor in Chief of E:CO. In 2006 he
was Director of the EPSRC (UK) research programme on emergence and in 2007 was
appointed to an NSF (US) review panel on complexity science research.
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He previously worked for IBM where he was a Director of the Institution for Knowledge
Management and founded the Cynefin Centre for Organisational Complexity; during that
period he was selected by IBM as one of six “on-demand” thinkers for a world wide
advertising campaign. Prior to that he worked in a range of strategic and management roles
in the service sector.
2. Knowledge management and innovation: a marriage made in heaven
Abstract
This paper explores the relationship between Knowledge Management and Innovation,
taking the National Library of the Netherlands (hereafter: KB) as an example. The paper
will show how continuous innovation needs reflection and input provided by knowledge
sharing; and that knowledge management is at its most successful when the defining
characteristic of the knowledge being shared is that it is about innovation of the role of
libraries. It will do so in the context of the merger of the KB with two representative
organisations of the public libraries: an unusual combination in the library world. This
merger came into effect at the start of 2015 as a consequence of the new Library Act. It
resulted into SIOB (national institute for public libraries) and BNL (bibliotheek.nl, the
developers of the national digital public library) being integrated in the KB.1
The paper will provide an overview of the organisational and societal context in which
the public libraries and the KB are currently heading, followed by the activities
formulated to facilitate the libraries in this transition. SIOB (now KB) wants to make sure
that libraries can keep offering independent and trustworthy access to information in
the current (difficult and challenging) context. Knowledge management and innovation
were and remain crucial interlocking elements in this mission.
We will demonstrate the mutual dependence by highlighting examples from the working
practice that we hope are appealing and internationally applicable. We will zoom in on
the (joint) activities and results of two programmes: Innovation Agenda and Knowledge
Management, and share lessons learned and applied to show how Knowledge
management and Innovation interlink, such as:
Reflection on innovation: the innovation agenda provides support for diverse
experimental innovative pilots. By using expert blogs and a shared wiki, we offer
reflection on how the initiatives fit in overarching trends, seeing how they apply to the
library sector. On the other hand, we also look at how the initiatives have worked and
try to take lessons from it about how to (practically) approach innovation.
1
For more information (only in Dutch): http://www.kb.nl/organisatie/eennieuwhoofdstuk
Biebtobieb: an important instrument for knowledge sharing in the Netherlands is the
national knowledge and innovation platform Biebtobieb. It is a platform for and by
librarians and offers ways to share but also create knowledge.
National knowledge groups: there are several thematic knowledge groups of librarians in
the Netherlands (i.e. on children’s library services, researchers, and special target
audiences) which the KB hopes to give a boost by supporting them, focusing on
innovation and sharing experiences.
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The paper will conclude with a sneak preview into the coming years: how will we take
forward the lessons learned as well as the ever changing context?
Adeline van den Berg, Program Manager and Innovation Agenda, National Library of the
Netherlands
Adeline worked at Europeana as a project coordinator for several projects in the Europeana
Network for 3 years. For the last 4 years, she worked as policy officer at SIOB (now KB) on
the topic of Digital Innovation. In 2013 she set up the Innovation Agenda. Adeline has an MA
in History and Renaissance Studies.
Loes van Eijk, Knowledge Manager, National Library of the Netherlands
Loes studied Media & Information Management and has a background in publishing and
communication before she started at SIOB 3 years ago. In early 2014 she set up the
Knowledge Management Program. “For me Knowledge Management is about people,
technology, organisation and innovation. Together with our network we strive for
the right ‘mix’ for optimal Knowledge Management.”
3. Librarians? Or knowledge services professionals? Changing trends in the profession
Abstract
The role of libraries has notably shifted from traditional to reactive and to the current
proactive status. Likewise, the professional title has evolved along these shifts to new titles
and job descriptions such as "documentalist," "information managers," "information
professionals," and now "knowledge managers" or "knowledge services professionals."
These changes have been required because library patrons (in every type of library) now
require these new levels of attention, market demand which equally influences professional
accrediting institutions as they establish educational policy for librarians for moving toward
relevant innovative service delivery.
The changes have also led to a new way of thinking about knowledge management (KM) in
service delivery functions and professions, especially in those service-delivery professionals
such as librarianship. In many lines of work, the KM concept can be off-putting and
sometimes perceived as irrelevant, so many of service-delivery functions and professions
have turned to the concept of knowledge services, the management and service-delivery
methodology that brings together information management, KM, and strategic learning
(organizational learning), all enterprise-wide activities in which librarians have particularly
well-developed and strongly supported expertise.
This paper presents and describes best practices and challenges shared by KM, knowledge
services, and knowledge sharing participants in workshops conducted during 2014. Among
the topics to be discussed are the library knowledge audit, the library as a knowledge
culture, library webpages mash ups, embedded librarianship, information literacy curriculum
development and delivery, and the development of institutional repositories.
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Nerisa Jepkorir Kamar, Knowledge Management Consultant and Africa Representative at
SMR International, Kenya, nerisa@smr-knowledge.com
Nerisa Kamar represents SMR International in Africa. As the company’s Knowledge
Management Consultant for Sub-Sahara clients, Nerisa is recognized for her knowledge
management (KM) expertise among colleagues in several African countries. She has a strong
background in information and knowledge management and with her expertise provides
professional advice for a wide variety of assignments relating to KM, knowledge services,
and knowledge strategy development. As organizations seek to build a strengthened
framework for enterprise-wide knowledge development and knowledge sharing (KD/KS),
Nerisa’s skills are applied in many different client situations. She is based in Nairobi, Kenya
and her background includes work with the Knowledge Management Unit of UN-HABITAT
(the United Nations Human Settlements Programme) and the agency’s Vieira de Mello
United Nations Library at Nairobi, IAO (Information Africa Organization), and Egerton
University where she was a specialist in e-library management, course content development,
and participated in the development of institutional knowledge strategies. She is a member
of several professional associations – Special Libraries Association (SLA), Knowledge
Management Section and Chapter President of Sub Saharan Africa Chapter of SLA (20112014), and the International Federation of Libraries Association (IFLA) as a Standing
Committee Member Government Information and Official Publication Section (2007-2011)
for which a notable achievement was her presentation “Reaction to the Draft Constitution
of GIOPS on behalf of Developing Countries” during the 73rd IFLA Conference, South Africa;
International Aquatic Science Librarians Association (2008-) and Member Kenya Library
Association (2005- ). For her village, she supports over 300 school going girls in two primary
schools by providing monthly sanitary pads. She also sources for books and reading
materials for these schools.
Guy St. Clair, President and Consulting Specialist for Knowledge Services (and Knowledge
Services Evangelist) SMR International, USA, guystclair@smr-knowledge.com
Guy St. Clair is the President of SMR International, a New York-based consultancy practice
focused on KM, knowledge services, and the role of knowledge strategy in organizational
effectiveness. The company works with organizations seeking to re-conceptualize,
transform, and support new ways of managing intellectual capital as a corporate asset. As
companies embrace the emerging discipline of knowledge strategy through knowledge
services (converging information management, knowledge management, and strategic
learning), enterprise-wide knowledge development and knowledge sharing (KD/KS) are
achieved, enabling and sustaining an organizational knowledge culture.
Past consultancy activities for SMR International have included engagements with the
United Nations Dag Hammarskjöld Library in New York and UN-HABITAT (the United Nations
Human Settlements Programme) in Nairobi Kenya, the World Bank, U.S. Agency for
International Development, the United States National Commission on Libraries and
Information Science, the United States National Academies of Sciences, the New York Public
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Libraries Research Libraries, the Australian Communications and Media Authority, the
Initiative Fortbildung fur Wissenschaftliche Spezialbibliotheken und Verwaandte
Einrichtungen e.V. and a wide range of private consultancy assignments.
In a strategic alliance with the Special Libraries Association, SMR International manages and
delivers training activities for the SLA/SMR International Certification Program on
KM/Knowledge Services.
In addition to his work with SMR International, Guy St. Clair is on the faculty of Columbia
University in the City of New York, where he teaches Management in Information and
Knowledge Services for the university’s Post Baccalaureate Program and for the university’s
Business Practices Program. He is the author of numerous books and articles on KM,
knowledge services, and knowledge strategy, including Beyond Degrees: Professional
Learning for Knowledge Services (Munich: K.G. Saur, 2003) and SLA at 100: From “Putting
Knowledge to Work”® to Building the Knowledge Culture: The Special Libraries Association
1909-2009 (Washington, DC: Special Libraries Association, 2009). Guy St. Clair is a pastpresident of the Special Libraries Association. In 2004, he was honored with the John-JacobAstor Award, presented by the Checkpoint Charlie Foundation, Berlin, to recognize a single
individual, American or German, who has contributed significantly to the exchange of
knowledge between Europe and America.
4. Knowledge managers as the modern information professional: integrating the 12
tasks in an embedded position
Abstract
Now more than ever, librarians recognize the importance of utilizing process,
technology, and tools to advance the new role of libraries in the modern age. As
services are re-designed to meet the ever-changing needs of patrons in any form
(clients, colleagues, stakeholders, and shareholders), the embedded librarian
particularly must understand how to incorporate corporate culture to reach out to
their specific audience. According to the Financial Times Corporate Report, “The
Evolving Value of Information Management and the Five Essential Attributes of the
Modern Information Professional,” information professionals must consistently
communicate the value of their services and position, understand the drivers for the
business strategy and operations, manage the process of information delivery, stay
ahead of the curve in terms of technological skill and advancement, and provide
information in a consumable, decision-ready format. Knowledge managers can take
heed from the report’s resultant study after collecting survey responses,
informational interviews and research findings in conjunction with the Special
Libraries Association to make these recommendations. It is the aim of this paper to
demonstrate tangible, practical examples of each of the five essential attributes
detailed in the report, as well as the 12 tasks for modern information professionals
offered as an appendix, that are specific to knowledge management principles,
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behaviors, and solutions as demonstrated in theory and practice. In addition, the
authors wish to pay particular attention to skills, tools, and interpersonal actions that
do not require a significant budget or overhead, to acknowledge the position of
librarians acting in either developing areas of the world, or conditions of restricted
funding, attention, and strategic direction from executive leadership. Further, the
authors wish to consider the unique and challenging circumstances of knowledge
managers acting in a hybrid role that may not be considered traditional to
librarianship. The specific example employed by this paper will be a cross between
knowledge management and project management, in which a prominent project
management methodology will be examined in comparison to knowledge
management strategy framework as outlined by Stephanie Barnes and Nick Milton in
their book, “Designing a Successful KM Strategy.”
K. Elizabeth Turner, First Command, USA, lizturner0304@gmail.com
Elizabeth Turner is a project manager utilizing knowledge management capabilities
at a financial services firm in Fort Worth, Texas, USA. She has led development,
training, and implementation projects for teams and systems of all sizes and
deployed an internal company wiki after two years on the job. She is a 2010 alumna
of Texas Woman’s University where she received her master’s degree in library
science. She also holds a master’s degree from the University of Texas at Arlington in
information systems technology with a project management concentration. Her
research interests include all aspects of knowledge management and corporate
librarianship. In addition, she enjoys reading and studying feminist literature and
philosophy. In 2012, she co-authored and presented a paper at an IFLA World Library
and Information Congress satellite conference in Finland on the topic of
democratizing access to women’s information and scholarship. In 2014, she
presented a case study of a financial services firm’s decision making process
regarding knowledge management solutions to the KM Section Satellite Conference.
Liz also serves the Special Libraries Association as an active member of its national
Online Content Advisory Council, the KM Division, and the Texas Chapter.
Dr. Spencer Acadia, University of Texas at Tyler, USA sacadia@uttyler.edu
Spencer Acadia is research librarian and adjunct professor at the University of Texas
at Tyler in Tyler, Texas, USA. He holds a Ph.D. in sociology, as well as master’s
degrees in both psychology and library science. He has published in peer-reviewed
library science journals such as Reference & User Services Quarterly and Behavioral &
Social Sciences Librarian, as well as other professional literature in library science
and sociology. He has received grant and award funding from the American Library
Association and the U.S. National Library of Medicine. In 2012, he co-authored and
presented a paper at an IFLA World Library and Information Congress satellite
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conference in Finland on the topic of democratizing access to women’s information
and scholarship. In 2014, he co-authored a paper presented at the KM Satellite
Conference. His research interests include collection development theory and
methodology in academic and research libraries; compilation, analysis, and
dissemination of social and behavioral sciences resources; and information and
knowledge management studies grounded in sociological and psychological
perspectives. Spencer has most recently been accepted to present a poster to the
Association of College and Research Libraries on the subject of strategic planning.
5. Your users are a priority: implementing customer knowledge management in your
library to enhance innovation
Abstract
Customer knowledge management (CKM) is a subdivision of knowledge
management (KM). KM plays a pivotal role in a library’s ability to innovate
successfully and this paper gives a description of CKM and innovation and how user
services can be enhanced by implementing innovative user services. The existing
literature on the subject is sparse, at most implying that there should be a relation
between CKM and innovation. This gap provides the platform for this paper. CKM
plays a pivotal role in a library’s ability to innovate successfully. The scope of this
paper does not allow for practical implementation of the theory and the paper
concludes with a hypothetical case study.
Prof. Adeline Du Toit, Extraordinary professor, Department of Information Science, School
of Information Technology, University of Pretoria, South Africa, adeline.dutoit@up.ac.za
Prof. Adeline du Toit is an Extra Ordinary Professor at the Department of
Information Science, University of Pretoria. Prior to that position, she had been a
professor at several other universities in South Africa. Among her main topics of
professional interest are included knowledge management, competitive intelligence,
communities of practice, knowledge workers, business value of information
management, strategic analysis, case studies and research on South Africa and other
countries. She has got a long experience in knowledge management. Her proliferate
work includes 87 articles in peer-reviewed journals since 1986, 2 books on
knowledge management and competitive intelligence, chapters in books, many peerreviewed papers published in conference proceedings as well as papers presented at
conferences. She has gained national and international recognition for her work.
Adeline holds a Doctoral degree in Literature and Philosophy from Rand Afrikaans
University, a Master of Arts from the University of Pretoria and a BA from Free State
University.
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6. Knowledge capture and reuse in a corporate organization: initiatives and
challenges for Bank of Uganda
Abstract
The basic and simplest definition of Knowledge Management is “the process of
capturing, processing, sharing, and effectively using organisational knowledge.”
Based on this definition, knowledge must be managed to fully utilize corporate
intellectual competence and to provide a competitive edge. Organizations recognize
that competitive advantage is gained primarily through the knowledge and expertise
of their staff and so, there is an increasing awareness regarding the need to be taken
to protect and share this valuable asset. However it is important to note that unless
knowledge is captured for someone else to use again at a later date, learning,
productivity, and innovation are inhibited. This is particularly pertinent for expertbased organisations that are at risk when key staff retire or leave the organisation.
This paper examines and analyses the key aspects of knowledge capture and reuse,
focusing on current initiatives and challenges for organisations. Both tacit knowledge
(residing in people’s heads) and explicit knowledge (in documents) must undergo
systematic capture, processing and refining to make it easy to find and use in order
to facilitate the process of learning and problem solving. Through knowledge
management, organizations identify and leverage their collective knowledge to
compete, including the creation, storage and retrieval, transfer, and application of
knowledge. Using a qualitative research approach of participant observation and
backed by literature document review and analysis, the paper focuses at Bank of
Uganda and the case study. It presents concrete findings upon which conclusions
and recomendations are drawn.
According to King (2009), the goals of Knowledge Management are aimed at
leveraging and improvement of the organization’s knowledge assets to accomplish
better knowledge practices, improved organizational behaviors, better decisions and
ultimately improved organizational performance. In this Knowledge Management
process, the activities of capture and reuse stand out as very critical because they
describe a methodology for the live capture of reusable knowledge that reflects both
the organisational and human dimensions of knowledge capture and reuse, as well
as exploiting the benefits of technology. Increasingly, organisations in many
industries are taking advantage of advanced technologies such as database tools and
web-based applications to effectively manage knowledge.
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Victor A. Walusimbi, Knowledge Management Centre, Bank of Uganda,
VWalusimbi@bou.or.ug
Felix Nsiimoomwe, Knowledge Management Centre, Bank of Uganda,
fnsiimoomwe@bou.or.ug / nsiimoomwe@gmail.com
Felix holds a Bachelor’s Degree in Library and Information Science from Makerere
University, Kampala and a Post-Graduate Diploma in Information Systems from the
same university.
He has worked with several organizations in Uganda, both government and private,
before joining Bank of Uganda. He is currently heading the Knowledge Management
Services Unit of the Knowledge Management centre, whose major task is to coordinate, oversee and manage all Knowledge Management activities throughout the
organization.
7. Cultivating ideas to drive innovation in libraries
Abstract
In a world that is fast-paced and constantly evolving, it is important for libraries to innovate
in order to remain vibrant and relevant to patrons. Innovation is more than being creative ;
it is about translating creativity into something tangible and beneficial to the organization.
From improvements in processes to avant-garde new services, innovation usually begins
with a simple idea. Nurtured and developed, these ideas can go a long way in revolutionizing
the way we interact, serve and engage with our patrons.
To this end, the Naitonal Library Board Singapore (NLB) has put in place processes and
practices that advocate and build the capability for innovation. From quick prototyping to
innnovation competitions, to dabbling in Open Innovation, NLB has embraced a ‘dare to try’
spirit in its approach to the new and unknown.
Employing a method of rapid protoyping called Proof-of-Concept (PoC), NLB is able to
maximise time and resources, allowing us to test the viability of an idea by developing smallscale, minimal risk projects, which may otherwise remain a concept on paper.
Recognizing that great ideas can come from anywhere, and from anyone, it is important to
foster a culture of innovation in the work environment by encouraging all staff, regardless
job scope, to boldly venture out of their comfort zones to contribute in radical ways to the
dynamic reshaping of NLB.
The BlackBox programme, thus named to represent a clean slate and a bank of limitless
opportunities, aims to empower NLB staff to explore possibilities and turn their ideas into
reality. Symbolising creativity and innovation, BlackBox has over the years helped to identify
potential innovative projects as well as nurture innovators and like-minded individuals.
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The highlight of the programme is the BlackBox competition, held once every 2 years – an
exciting and sometimes nail-biting event where staff are given the platform to pitch their
ideas straight to the CEO and top management. Winning teams are given the chance to
develop and test their ideas with PoCs.
Currently in its fifth run, the BlackBox programme has launched more than a handful of ideas
into full-fledged services, including an award-winning card game aimed at encouraging
yourng boys to read, an in-house video production team and an internal file transfer
application.
Complementing BlackBox is a host of activities and events that celebrate and encourage
innovation, including learning journeys to innovative organisations, workshops to equip staff
with the tools and skills to innovate in their workplace, as well as innovation ‘fiestas’.
Looking outward, NLB has been keenly seeking alliances with industry players and individual
developers by providing an open platform enabling partners to integrate NLB content and
services to develop innovative applications and services.
In harnessing industry expertise, NLB was able to collaborate with different partners such as
the Ministry of Education, Samsung and Bookjetty.com, as well as independent app
developers, thus allowing us to extend the reach of our services and provide an enriched
experience for library users.
Li Ying Khoo, Project Manager, Technology and Innovation, National Library Board,
Singapore, LI_YING_KHOO@NLB.GOV.SG
Liying has been with the National Library Board since 2006. She handles the development
and communication of exciting new innovative and technology-based services and
programmes. She is also part of NLB’s media production team, which covers major events
and creates publicity material for new products and services. Liying has a Bachelor of Arts
degree in Linguistics (Second Upper Class Honours) and Psychology from the University of
Western Australia.
Siang Hock Kia, Technology and Innovation, National Library Board, Singapore
Yi Chin Liau, Technology and Innovation, National Library Board, Singapore
8. Barriers of sustainable institutional repositories in developing country contexts:
exposition on knowledge management proficiency
Abstract
This paper reports a part of the findings of a study carried out using the interpretive
inductive research approach. The study aims at evaluating the barriers of institutional
repositories (IR) in developing country contexts. This was considered important because
despite the promises IR offers to the global open access to scientific knowledge initiative, it
is still far from helping the initiative to reach its set goals. Observation has shown that this
deficiency is more profound in developing country contexts. This becomes more worrisome
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if we reflect on the fact that IR was introduced over a decade ago and that a lot of empirical
studies have been carried out to discuss its barriers. Consequently, we collected qualitative
data without reference to existing theories and insights available on sustainable IR barriers
in the literature. We combined this with observation and content analysis of documented
sources in order to have robust data that could help reach the aim of new barriers. After
analysing the data collected in the course of the study, we interrogated the IR literature to
see if the barriers identified based on our data analysis have been surfaced and addressed in
the past. We noticed that IR literature lacks reports on IR barriers that are rooted in the
ways academic libraries are managed. One of such issues which was prominent in our
findings is the IR knowledge management proficiency (KMP) of academic libraries. While
KMP have not featured in the IR literature, our findings show that sustainable IR depends
heavily on appropraite creation and distribution of knowledge. In its current state the IR
literature focuses more on IR barrier factors that are far fetched from KMP. We found out
that the likely reason for this is that IR scholars are more interested on concerns that have to
do with librarians relationship with faculty, and information and communication technology
(ICT) related issues. Our study shows that this has resulted into a huge gap in the
knowledge available to the IR community with regards to librarians' ability to measure the
level of IR KMP available to them. It has also left the community without a protocol that
could be used as guide for identifying existing knowledge and creating new sustainable IR
knowledge. These knowledge gaps negatively impact on IR community in developing
countries, and are also likely to have effect on the global IR community. The consequence is
that this scenario is capable of disrupting on going and future plans to deploy sustainable IR
projects. In other words, if KMP barriers persist, the hope of implementing globally inclusive
programs that could promote global open access to scientific knowledge through IR initiative
would have been subverted. To avert this, we used our study findings to expose and address
the limitations in the explanatory power of knowledge management theories propounded
by Huber, Argyris and Schon, and Nonaka and Takeuchi. This was considered important
because these theories represent major theoretical guides adopted by scholars in the
informing sciences when addressing KMP. We also developed a model that shows critical IR
KMP variables which could be studied, understood and used as guide by librarians when
involved in IR projects. Based on this, this study contributes to both theory and practice of
sustainable IR deployment.
Samuel C. Avemaria Utulu, Department of Information Systems, University of Cape Town,
South Africa, yavehmaria@yahoo.com
Samuel C. Utulu is a PhD student at the Department of Information Systems, Faculty of
Commerce, University of Cape Town. He has worked as a librarian at Bells University of
Technology, Ota, and Redeemer University, Mowe, Nigeria. He served as a member of
university committees on website resources development and institutional repository while
at the services of the two universities respectively. He currently works part time as manager,
research and development, at Yibrem Global Resources Limited, Lagos, Nigeria. He has
twenty three publications published in journals, as chapters in books and in conference
proceedings. He is a recipient of the Research Associate Award, 2014 of the University of
Cape and 'A Best Reviewer Award' of the Informing Science Institute, USA, Conference 2013.
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Ojelanki Ngwenyama, Department of Information Systems, University of Cape Town, South
Africa
Prof. Ojelanki Ngwenyama is a visiting professor at the Department of Information Systems,
University of Cape Town, South Africa. He is Director of the Institute of Innovation and
Technology Management, Ted Rogers School of Management, Ryerson University, Canada.
He holds D. Phil (Honoris Causa) from the Faculty of Engineering, University of Pretoria
South Africa. He has served in the editorial boards of my journals in the information systems
and technology discipline.
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