The influence of knowledge management practices on organizational performance in SMEs : a case of the enterprise application service providers in Thailand | |
| Author | Varintorn Supyuenyong |
| Call Number | AIT Diss. no.SM-09-03 |
| Subject(s) | Knowledge management--Thailand Small business--Thailand |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management of Technology |
| Publisher | Asian Institute of Technology |
| Abstract | In this era of a knowledge-based economy, companies are gradually shifting from being resource-based organizations to knowledge-based organizations. Knowledge management (KM) now-a-days has become essential for effective competition. Most prior research has focused on KM and its prevalence in large organizations where the practice of KM permeates every KM sub-process. Small and medium-sized enterprises (SMEs) may not perform these processes to the same degree due to their specific characteristics and limitations. Thus, the effect of KM practices in SMEs will be different from large organizations. This research investigates the influence of KM practices on organizational performance in SMEs. This organizational performance measurement is observed at three levels: (i) individual level, (ii) project level (product and process performance), and (iii) enterprise level (customer satisfaction and organizational status, and cost reduction). This research also assesses the difference between current KM activities and the perceived importance of KM activities on organizational performance. The scope of this research is enterprise application service providers in Thailand including both self-developers and business partners - i.e. resellers. The questionnaire survey method was used for data collection. The questionnaire was sent to 300 companies via postal mail. Eighty seven (87) companies responded. The relationship analysis of KM practices and organizational performance was conducted by using three statistical tools: Pearson correlation analysis, Multiple regression analysis, and Logistic regression analysis. The mean score and the correlation coefficient value were used to analyze the comparison between the actual impact and the perceived importance of KM activities on organizational performance. The results show only some KM practices among KM sub-process impact organizational performance. Other KM practices among KM sub-process impact organizational performance differently. Knowledge acquisition and creation do not influence organizational performance. Knowledge organization and retention help improve organizational performance at the individual and project level (i.e. produce and process performance). Knowledge dissemination influences enterprise level performance (i.e. customer satisfaction and organizational status, and cost reduction). They help to improve the customer satisfaction and organizational status but do not help decrease operational costs. Knowledge utilization helps improve individual performance and product performance. The above findings will help SMEs formulate a strategy for KM process. SME owners/managers can concentrate their efforts only to those KM practices that would improve their organizational performance as they desire. |
| Year | 2009 |
| Type | Dissertation |
| School | School of Management (SOM) |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Islam, M. Nazrul; |
| Examination Committee(s) | Sharif, Nawaz M.;Tang, John C. S.;Do Ba Khang;Voratas Kachitvichyanukul; |
| Scholarship Donor(s) | RTG Fellowship; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2009 |