IMPROVEMENT OF TRAFFIC LAW COMPLIANCE IN SOUTH AFRICA: A KNOWLEDGE MANAGEMENT APPROACH

For enforcement of traffic laws in South Africa, proper management of knowledge within and among the issuing authorities and related agencies, private service providers and the prosecuting authority is required. There is a possibility that the absence of effective knowledge management (KM) enabling environment has adversely affected the finalisation of the administration of traffic offences. The objective of this study was to uncover whether and how the application of KM and IKM might increase the rate of successful finalisation and prosecution of traffic offences in South Africa, ultimately contributing to the reduction of the road accident death toll by reducing dangerous and unlawful behaviour by road users. The study explored the understanding of KM in the interorganisational KM context, the issues/challenges being faced in the context, and how these issues/challenges can be addressed by the application of KM and IKM approaches. I established an interorganisational learning set (LS), premised on the National Action Learning Programme (NALP) that was developed and articulated by Coughlan in 2002. The programme incorporated schedules that were implemented in the participating organisations in a specific period. This approach to action learning had seven steps that addressed different issues within my insider action research. The procedure enabled contributions, reflective listening and responsiveness to each of our individual inputs. I also put appropriate mechanisms in place to allow systematic participation of all the involved participants. Using this method, we analysed regulatory instruments based on gaps that each LS member identified, as well as explanations of the gaps. Issues that were identified as inadequate and requiring attention were: (i) ineffective collaborations, (ii) misaligned standard operating procedures, (iii) inconsistent application of the law and (iv) absence of oversight over court documents before they are enrolled to the court register. In this regard, prosecutorial satisfaction was low regarding (i) poor court documents and inefficient leading of evidence in court by traffic officers and (ii) unavailability of expert witnesses. We traced the origins of these inefficiencies to inadequate KM processes and lack of an enabling oversight mechanism. The inefficiencies of KM processes within the responsible organisations were found to be related to ineffective collaboration and inadequate IKM enablers. Persuaded by Botha et al. (2008), we proposed that, in addition to the three common KM enabling factors – culture, infrastructure and technology – a fourth enabler, oversight, was necessary for interorganisational KM. Accordingly, “oversight” rather than “measure” as suggested by Botha et al. (2008) is found to be more precise. The “oversight” enabler contributed to improved collaboration and the general compliance to legal and administrative processes across the organisations. The enactment of an interorganisational oversight mechanism improved the quality and substance of court documents that were enrolled to test the feasibility of the intervention, resulting in all fines being successfully prosecuted and finalised, and warrants of arrest issued. Through this research, I had the opportunity to engage with my profession and participate systematically in finding a solution to challenges within my industry. I have lived closer to my ethical, social conscience and professional values. I have gained from the explicit value basis that characterises action research as I brought about a situation that is congruent with my value position.