Proceedings of the 12th European Conference on Knowledge ...

Knowledge Management Implementation in <strong>the</strong> UK - Does
Size Matter?
Sandra M<strong>of</strong>fett 1 , Rodney McAdam 2 and Paul Humphreys 3
1
School <strong>of</strong> Computing and Intelligent Systems, University <strong>of</strong> Ulster at Magee,
Londonderry, Nor<strong>the</strong>rn Ireland
2
Head <strong>of</strong> Department <strong>of</strong> Marketing, Entrepreneurship and Strategy, University
<strong>of</strong> Ulster at Jordanstown, Newtownabbey, Nor<strong>the</strong>rn Ireland
3
Research Institute Director, Department <strong>of</strong> Business Organisation and
Management, University <strong>of</strong> Ulster at Jordanstown, Newtownabbey, Nor<strong>the</strong>rn
Ireland
sm.m<strong>of</strong>fett@ulster.ac.uk
pk.humphreys@ulster.ac.uk
r.mcadam@ulster.ac.uk
Abstract: Knowledge Management (KM) continues to develop as an emerging discourse within business
management. The area is eclectic in nature and covers systematic management <strong>of</strong> knowledge, <strong>of</strong> all kinds,
within all levels and types <strong>of</strong> organisations. However, <strong>the</strong> majority <strong>of</strong> studies, in common with o<strong>the</strong>r emergent
business philosophies, are focused on larger organisations where, for example, readily available, somewhat
unlimited resources is an underlying assumption. In contrast KM investigation within Small Medium Size
Enterprises (SMEs) tends to focus on specific cases with no key trends identified for KM adoption across <strong>the</strong>
sector. Considering <strong>the</strong> downturn in <strong>the</strong> current economic climate empirical research to identify key factors
common to all organisations, irrelevant <strong>of</strong> size is necessary, supported by both empirical findings and case
experiences. This paper presents <strong>the</strong> findings from a large-scale empirical investigation conducted in 2009 with a
number <strong>of</strong> UK companies. The purpose <strong>of</strong> <strong>the</strong> research was to investigate how KM implementation can influence
organisational sustainability, development and maturity in both small and large companies. This research builds
on a ten-year project investigating KM implementation within UK companies employing both quantitative and
qualitative approaches. The research considers how KM affects internal organisational processes, to streng<strong>the</strong>n
<strong>the</strong> link between operations and strategy, resulting in better decision maker, faster products to market, better
service quality and enhanced customer loyalty. Core aspects <strong>of</strong> technological application, information
management, employee emancipation and process improvement are considered providing a framework for KM
adoption and uptake. This paper compares KM implementation and development between large corporations and
SMEs to ascertain if organisation size matters. The paper commences with a brief literature review outlining key
elements which effect KM implementation. Based on <strong>the</strong> MeCTIP model and utilising <strong>the</strong> ‘Benchmarking KM’
online survey tool, empirical analysis <strong>of</strong> KM implementation and development with a large sample <strong>of</strong> UK
companies is undertaken. Initial statistical analysis finds that KM can contribute to organisational sustainability,
development and maturity by a number <strong>of</strong> internal organisational factors, such as technology, information and
people. As organisations are receptive to influences beyond <strong>the</strong>ir boundaries, changes in <strong>the</strong> macro-environment
tend to affect both organisational climate and internal technical climate, which has a knock-on effect for KM
adoption and implementation. This paper compares results for SMEs and larger firms.
Keywords: Knowledge Management, empirical investigation, organisational size
1. Introduction
For KM to reach <strong>the</strong> same level <strong>of</strong> acceptance as o<strong>the</strong>r business improvement concepts, such as
Total Quality Management (TQM), more comprehensive studies relating to its implementation in
organisations <strong>of</strong> different sizes and types (Beijerse, 2000) is needed. This point is emphasised by
Claycomb et al., (2001) who having completed a study on KM in larger organisations state, ‘it would
be interesting to study knowledge in smaller firms’. Many questions arise in relation to KM and
organisational size. Can current KM models, frameworks and programmes be applied across all
organisations uniformly? If not, what changes are necessary? Are such changes largely
implementation modifications or are <strong>the</strong>re more fundamental issues to be resolved? Considering large
investment capital expended by many firms in KM systems (Curley, 1998) and <strong>the</strong> growing number <strong>of</strong>
companies that see KM as potentially helping <strong>the</strong>m survive and compete, <strong>the</strong>re is a need for more
definitive and comprehensive studies in this field.
The aim <strong>of</strong> this paper is to explore <strong>the</strong> effects <strong>of</strong> organisational size on KM via empirical study. A
survey instrument, known as ‘Benchmarking KM’ (created based on <strong>the</strong> MeTCIP model by M<strong>of</strong>fett et
al., 2002) is employed with a sample <strong>of</strong> UK organisations across a bandwidth <strong>of</strong> sizes. Statistical
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