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The management of intellectual capital before and after Chinese investment: A
case study of a selected mining organisation
China in AfricaImplications for management, implications for change
Department of Management SymposiumRhodes University31 October 2013
N. Pretorius & Prof. L. Louw
OVERVIEW• Context• Conceptualisation of IC• Research Aim• Research Objectives• Research Methodology• Ethical Considerations
CONTEXT
• Global knowledge economy
• Competition
• Competitive advantage
• Intellectual capital
CONTEXT
• SA mining– 8.8% GDP– Employment of 513 211 people(Chamber of Mines of South Africa, 2012:31 & 12).
• Chinese investment– Africa: US$ 198 billion in 2012– South Africa: US$ 20.2 billion in 2011– South African mining: 2011 PGM Shareholding(Park & Alden, 2013:4).
CONTEXT
• Resource-seeking motivation1. Exploitation of natural resources2. Import of engineering skills3. Knowledge sharing
Adopted from: (Jackson, 2012:198).
Conceptualisation of IC
RESEARCH AIM
• Describe and understand the change in the management of intellectual capital within a selected organisation in the South African mining industry
RESEARCH OBJECTIVES
• Describe the change in management that occurred as a result of the Chinese investment.
• Explore and describe the management of intellectual capital before Chinese investment.
• Explore and describe the management of intellectual capital after Chinese investment.
RESEARCH OBJECTIVES
• Describe how the management of intellectual capital has changed since the Chinese investment.
• Explain the reasoning for the changes in the management of intellectual capital.
Research Methodology• Research Paradigm– Interpretivist
• Research Method– Single organisation case study– Document analysis– In-depth interviews
• Data triangulation
Thank you for your attention
Research supported by the National Research Foundation of South Africa/HSRC and conducted under the auspices of the Sandisa Imbewu Research project on “Chinese organisations in Sub-Saharan Africa: New Dynamics, New Synergies” led by Prof L Louw