Research@Lincoln
    • Login
     
    View Item 
    •   Research@Lincoln Home
    • Theses and Dissertations
    • Doctoral (PhD) Theses
    • View Item
    •   Research@Lincoln Home
    • Theses and Dissertations
    • Doctoral (PhD) Theses
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    Aude sapere - knowledge management and its implications for strategic management in organisations : an analysis of small and medium enterprises in New Zealand and the United Kingdom based on an original knowledge management model

    Handtrack, Christian L. G.
    Abstract
    This study set out to provide important empirical evidence on the role of knowledge management (KM) within Small and Medium Enterprises (SMEs) in New Zealand and the United Kingdom and to explore how such companies handle their planning and strategic choices. In today’s knowledge economies the management of knowledge has become vital. In the context of SMEs, this is even more critical because they often operate under difficult conditions and are subject to global pressures from large corporations and demanding customers. In spite of the significance of SMEs as essential for any nation’s growth and success, and even though many scholars and business managers claim that knowledge management is highly relevant for SMEs, there has been little research about this concept in SMEs, in general, and in New Zealand, in particular. The few studies in the literature conclude that this concept is mostly neglected by SMEs even though it is vital and has high potential benefits for them. A quantitative research method approach was adopted. Self-completion questionnaires were sent to the senior management of firms with 100 employees or less, from a cross-section of industries. As part of this process an original knowledge management model was developed. The basic research questions were deduced from this model and the items in the questionnaire were created to answer these research questions. In New Zealand, a total of 417 SMEs were contacted by mail and 180 useable questionnaires were returned. In the United Kingdom, 1268 SMEs were contacted and 241 useable responses were received. The response rates of 43.2% in New Zealand, of 19% for the United Kingdom and of 25% in total, are satisfactory. Therefore, the basis of this study was a large (421 responses) and high quality transnational sample, which allowed for sound quantitative analyses. The claim by previous researchers that knowledge management in the SME sector is not yet fully developed appears to be supported by the results of this research. The large majority of respondents regard themselves as not familiar enough with the concept of knowledge management to actually benefit from it in practice. Even though the respondents in both countries seem to appreciate knowledge management as a relevant and useful concept with potential, many do not seem to be sufficiently informed about this concept. Few have a knowledge management initiative in place or are planning or in the process of setting up one. The responses, which vary little between the two sub-samples, point to a short-term rather than a long-term management perspective being dominant. Major barriers in terms of the deliberate creation and sharing of knowledge are a lack of time and higher importance given to daily operational activities. The respondents - predominantly senior managers - indicate that they primarily consider themselves to be responsible for ensuring that knowledge is captured and shared and relatively little responsibility is given to other employees or specialists. SMEs do apply several aspects of knowledge management, however, this is generally informal and with an operational rather than a strategic focus. From the responses it is apparent that knowledge is shared internally mostly via people-based mechanisms. More advanced measures such as the systematic collection, organisation and storage of knowledge are less common. The results indicate a number of differences between the respondents. In this regard it is most evident that the more familiar respondents are with the concept of knowledge management the more proactive they are in terms of managing knowledge on an operational and strategic level. This transnational research strongly links knowledge management to strategy and it clarifies how this concept can impact the formulation of strategy and the strategic competence of SMEs. Therefore, the results add new knowledge to the areas of SME research and strategic knowledge management.... [Show full abstract]
    Keywords
    Small and Medium-Sized Enterprises (SMEs); Strategic knowledge management; New Zealand; United Kingdom; holistic knowledge management model (HKMM)
    Date
    2009
    Type
    Thesis
    Collections
    • Department of Global Value Chains and Trade [234]
    • Doctoral (PhD) Theses [961]
    Thumbnail
    View/Open
    handtrack_phd.pdf
    Share this

    on Twitter on Facebook on LinkedIn on Reddit on Tumblr by Email

    Metadata
     Expand record

    Related items

    Showing items related by title, author, creator and subject.

    • Towards integrated floodplain management in the lower Waimakariri floodplain : a thesis [i.e. dissertation] submitted in partial fulfilment of the requirements for the degree of Masters [i.e. Master] of Science (Resource Management) at Lincoln University 

      McClung, Rachel S. (Lincoln University, 2001)
      As investment located on New Zealand floodplains increased and subsequently damaged by flooding, public pressure for new water control works mounted. This in turn led to calls for a more comprehensive and integrated approach ...
    • Local government authority and autonomy in Canterbury’s freshwater politics between 1989 and 2010 

      Kirk, Nicholas Allan (Lincoln University, 2015)
      This thesis proposes a hybrid theory, informed by multiple clientelism and New Public Management, to examine local government authority and autonomy under interest group influence in a modern New Zealand context. Multiple ...
    • Integrated management versus fragmented management : a case study : Te Waihora 

      Munn, Shane (Lincoln University, 1992)
      This report advocates that integrated management, given the complex nature of the environment, is more preferable than a regime which is characterised by fragmentation. General issues associated with the present resource ...
    This service is maintained by Learning, Teaching and Library
    • Archive Policy
    • Copyright and Reuse
    • Deposit Guidelines and FAQ
    • Contact Us
     

     

    Browse

    All of Research@LincolnCommunities & CollectionsTitlesAuthorsKeywordsBy Issue DateThis CollectionTitlesAuthorsKeywordsBy Issue Date

    My Account

    LoginRegister

    Statistics

    View Usage Statistics
    This service is maintained by Learning, Teaching and Library
    • Archive Policy
    • Copyright and Reuse
    • Deposit Guidelines and FAQ
    • Contact Us