BACKGROUND: To date, few studies have focused on how embedded Knowledge Managment
(KM) is found in the roots of an organisation. Specifically, not much is known whether
employees and managers hold similar perceptions regarding KM or if organisational size
plays a role in the establishment of KM maturity.
OBJECTIVE: The objective of this article was to determine what role organisational size plays
in the establishment of KM maturity and how different managerial levels viewed their
organisations KM maturity.
METHOD: The authors gained insight into KM maturity in different industry groupings
over a five-year period from a large urban South African University engaged in numerous
collaboration programmes with industry. In total, 434 employees were interviewed over three
grouping levels (operational, middle and senior management).
RESULTS: The findings support arguments that irrespective of organisational size, knowledgeorientated
issues are applicable to all organisations. However, with significant differences in
scores recorded over all maturity sections in South Africa, the findings indicated that different
sized organisations address knowledge-orientated issues differently.
CONCLUSION: Findings challenge the argument that the manner in which knowledge-orientated
issues are addressed differ only slightly depending on organisational size. Smaller-sized
organisations prefer a more personal approach, whilst larger-sized organisations prefer
knowledge transfer via technology. Irrespective of organisational size, commitment holds
the key to KM success. Commitment shown by middle management regarding KM is a
This article is a continuation
of a study conducted
amongst South African
organisations. An article
within this domain, where
the same data set and
methodology were applied,
was published by the same
authors in Emerald: Aslib
Proceedings 61(6), 542–562.