august 2008 keith jacobs [email protected] cape peninsula university of technology the effect of...

August 2008

Keith Jacobs

[email protected]

Cape Peninsula University of Technology

The Effect of Information Channels and Networks on Knowledge Generation and

Technology Transfer in Small and Medium Enterprises

AGENDA

Introduction Background of the Study Problem Statement Research Aim and Methodology Findings and Discussion Conclusion and Recommendations

IntroductionIntroduction Background of the StudyBackground of the Study

Problem statementProblem

statementResearch Aims & MethodologyResearch Aims & Methodology

Findings & DiscussionFindings & Discussion

Conclusion & Recommendations


R & D

Awareness ofExternal

Environment

InformationChannels &Networks

IdeaGeneration

Introduction

This study looks at how the behaviour of

Small and Medium Enterprises (SMEs) can

be changed so that information and

knowledge can be shared in a non-

threatening environment.

People in organizations are often trapped by

implicit theories of behaviour (Argyris, 1993)

that guide their decisions and behaviour.

Since these theories are unconscious, they

are not open to new influences or change,

and almost impossible to share with others.

Background of the Study



statementResearch aim &

MethodologyResearch aim &

MethodologyFindings & DiscussionFindings & Discussion

Figure 1. Research and Development System (Source: Keith Jacobs, 2008. NPD Model)

IntroductionIntroduction Conclusion & Recommendations



In organizations, there are many obstacles to knowledge generation and technology transfer.

This largely stems from personal and organizational beliefs that knowledge should not be shared or transferred but stored and used when necessary by a few people only.

IntroductionIntroduction Background of the Study



statementFindings & DiscussionFindings & Discussion

Research aim & Methodology




Problem statement

Globally, the engineering sector within SMEs, play a critical role in absorbing labour, penetrating new markets and generally expanding economies in creative and economic ways.

In South Africa, nearly half of the GDP and employment comes from SMMEs that are flourishing all over the country.

Small to medium-sized enterprises employ over 80% of the national workforce (Vosloo, 1994:96).

Despite the efforts from government many SMEs still lack the necessary access to information channels, or

Know how to obtain and absorb information from internal and external information channels.









Research Aim and Methodology

This study is aimed to determine how generating collaborative knowledge and transferring technology through information channels and networks, can sustain SMEs in South Africa.

Data collection of this study consisted of interviews and questionnaires that occurred with staff and management, as well as data from observations collected from 18 companies based in the Western Cape, Eastern Cape, Kwa-Zulu Natal in South Africa and the US.

A qualitative content analysis was utilised to analyse the data.

The data collected was put into the following four categories: Knowledge Generation (KG) Collaboration and Technology Transfer (C&TT) Information Sharing (IS) Information Channels and Networks (IC&N)









Questions Table 1: Codes of interview questions









Categories Questions Code

Knowledge Generation

How does your company generate collaborative knowledge? KG

Collaboration &Technology Transfer

Are you collaborating and initiating technology transfer with your customers?

C&TT1

How does collaboration and technology transfer take place in your company?

C&TT2

Information Sharing

How does information sharing affect new products in your company?

IS

Information Channels & Networks

Where do you get ideas for new product or production process innovations?

IC&N

Findings and Discussion2

Table 2: Responses from the 18 companies









Findings and Discussion2

Figure: Responses from the 18 companies









Conclusions









Conclusions: The companies are aware of the effect that

information channels and networks have on collaborative knowledge generation and technology transfer.

Fifteen of the eighteen companies responded positively to 80% or more of the questions.

Recommendations2









The three companies (5, 10 and 17) are running the risk of not remaining viable if they do not implement the recommendations given to them .

More research is needed to explore how collaboration between industry and academia can contribute to knowledge production in both the organizational setting and in the academic institution.

Recommendations (A Typical Response to a Company) Companies 5, 10, 17 and 18 need to

collaborate with their customers by involving them in the design process or by getting them to sample the products. Dedicated people need to be tasked to do this in the companies. Customers are very good at assisting companies with the quality, price and aesthetics of a product.

References









Argyris, C. & Schon. D. (1993). Knowledge for Action, San Francisco: Jossey Bass.

Brown, J. S. and Duguid, P., “Organizational learning and communities-of-practice: toward a unified view of working, learning, and innovation,” Organization Science 2: no. 1 (1991): 40-57.

Grant, R. M., 1991, The Resource-Based Theory of Competitive Advantage Implications for Strategy Formulation, California Management Review 33 (3): 114-135.

March, J. G., 1991, Exploration and Exploitation in Organizational Learning, Organization Science 2: 71-87.

Teece, D. J., G Pisano, and A. Shuen, 1997, Dynamic Capabilities and Strategic Management, Strategic Management Journal 18: 509-533.

Yin, R. K., 1984, Case Study Research: Design and Methods (1st ed.), Beverly Hills, CA: Sage Publications.

THANKS !

august 2008 keith jacobs [email protected] cape peninsula university of technology the effect of...

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