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Knowledge management: a factor analysis of sector effects

Sandra Moffett (Lecturer in Computer Science based at the School of Computing and Intelligent Systems, University of Ulster at Magee, Londonderry, UK)
Rodney McAdam (Head of the Department of Marketing, Entrepreneurship and Strategy at the School of Marketing, Entrepreneurship and Strategy, University of Ulster at Jordanstown, Newtownabbey, UK)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 29 May 2009

3266

Abstract

Purpose

The purpose of this paper is to explore the effects of knowledge management (KM) on three organizational sectors.

Design/methodology/approach

This paper undertakes a dual theory building/testing approach. Through the development of a multi‐factor KM model, known as the MeCTIP model, and subsequent survey instrument, empirical analysis is conducted on a number of UK organizations from engineering, technology and financial services sectors.

Findings

The results indicate that for KM implementation common issues exist for people issues across organizational sectors, while cultural and technological differences are evident.

Research limitations/implications

As the survey population consists of UK companies only, the findings presented may not be representative of all companies, within the three identified sectors, on a global scale. Secondly, only three industrial sectors are included in the study, therefore the results cannot be applied to all organization types.

Originality/value

While the area of KM is eclectic in nature and covers the systematic management of knowledge, of all kinds, within all levels and types of organizations there is a paucity of empirical studies focusing on key variables within the field. Such studies are needed to increase understanding and to examine the applicability of KM across a range of organizational contexts.

Keywords

Citation

Moffett, S. and McAdam, R. (2009), "Knowledge management: a factor analysis of sector effects", Journal of Knowledge Management, Vol. 13 No. 3, pp. 44-59. https://doi.org/10.1108/13673270910962860

Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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