Global competition and the Australian biotechnology industry: developing a model of SMEs knowledge management strategies

Abstract

Approaches to the study of knowledge management (KM) strategies from within the management and information systems (IS) literature have traditionally relied on a resource-based view (RBV) of sources of competitive advantage. Recent studies on young, high-technology firms have highlighted that in practice these types of businesses also acquire competitive advantage through interfirm relationships involving knowledge sharing and strategies based on industry structure involving knowledge blocking. This research highlights potential limitations to the RBV of KM and suggests the need for a more comprehensive framework to explore KM business practices among small and medium-sized enterprises (SMEs). Drawing on strategic management theories of relational and industry-based sources of competitive advantage this paper presents a conceptual model that aims to encapsulate the range of potential KM strategies that may be deployed by SMEs. Leveraging current research into KM strategies amongst biotechnology SMEs, the model suggests ways in which the current approaches to KM may be modified and extended to more accurately reflect KM strategies deployed by SMEs within the Australian biotechnology industry.

Strategic knowledge management, innovation and performance

“…KM principles have been studied and implemented in every organisational discipline and profession (Kebede, 2010). This diversity has contributed to the rapid advance of the field, but also to a lack of integration of ideas and terminology (Clarke & Turner, 2004). In this situation, there are several challenges to establishing KM as a separate discipline (Kebede, 2010).…”

“…Now that technologies implemented to enhance knowledge sharing have matured, researchers and practitioners are able to reflect on the factors of their success or failure (Hall & Goody, 2007). Besides, a divergence in the practioner's view on KM and the academic perspective is already evident (Clarke & Turner, 2004), and an increasing feeling of disappointment in managers due to their inability to foster organisational knowledge.…”

Towards a Knowledge Sharing Model for Small Businesses

“…2 80,81,82,83,84,85,86,87,88 . The task of organising and storing existing knowledge is enormous with minimal tangible benefits until the knowledge is reused.…”

Building the Organizational Knowledge Networks of SMEs in High-tech Industry

“…Given that most biotechnology firms are downstream companies, it is clear that blocking patents and stacking licenses could well be a barrier against entry to the high-tech industry. In Australia, this issue of patent blocking is a significant issue to SMEs, particularly as non-Australian companies and institutions hold most of the biotechnology patents granted in Australia (Clarke and Turner, 2004). It is suggested that patents held by foreign companies, are for blocking purposes and will lie dormant.…”