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

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.