Moffett, Sandra and McAdam, Rodney (2006) The effects of organizational size on knowledge management implementation: Opportunities for small firms? Total Quality Management & Business Excellence, 17 (2). pp. 221-241. [Journal article]
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Knowledge Management (KM) continues to develop as an emerging discourse within business and management. The area is eclectic in nature and covers the systematic management of knowledge, of all kinds, within all levels and types of organizations. However, the majority of studies, in common with other emergent business philosophies, are focused on larger organizations where, for example, readily available implementation resources is an underlying assumption. There is a paucity of studies that empirically study the effects of organizational size on the key factors of KM. This paper seeks to explore the effects of organizational size on KM by using a survey instrument and factor analysis based on the MeTCIP model. The results indicate that KM can be applied to small organizations without innate effects of lack of resources and skills. However, while many knowledge-orientated issues are applicable to all organizations, the manner in which they are addressed differs slightly depending on organization size.
|Item Type:||Journal article|
|Keywords:||Knowledge management; organization size; MeCTIP model|
|Faculties and Schools:||Faculty of Computing & Engineering|
Ulster Business School > Department of Management and Leadership
Faculty of Computing & Engineering > School of Computing and Intelligent Systems
Ulster Business School
|Research Institutes and Groups:||Business and Management Research Institute|
|Deposited By:||Dr Sandra Moffett|
|Deposited On:||27 Jan 2010 10:28|
|Last Modified:||08 Oct 2012 11:19|
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