Dhindsa, Mandeep (2025) Implementation of knowledge protection strategies by SMEs: an Australian case study. PhD thesis, Victoria University.

Abstract

The purpose of this study was to develop and refine a theoretical framework to identify the factors that influence the use of knowledge protection (KP) strategies by small and medium sized enterprises (SMEs). Knowledge is generally defined as information with context, and is one of the most important assets of an organisation. KP refers to the efforts made by an organisation to prevent knowledge from being altered or lost. In particular, SMEs depend on knowledge sharing and collaboration with business partners and suppliers, which makes knowledge protection even more critical. However, their smaller size makes its use more challenging. One reason for this is that the tools required for knowledge protection are often limited and costly. This study thus addresses the following research questions: • To what extent do SMEs adopt knowledge protection strategies? • What factors enable or inhibit SMEs when adopting knowledge protection strategies? • What strategies, if any, do SMEs use to protect their knowledge? • What benefits do SMEs receive from implementing knowledge protection strategies? The research was conducted using an interpretivist approach with a case study methodology. In-depth, semi-structured face to face interviews were conducted with the owner/managers, managers and/or directors of 20 Australian SMEs. Data was collected across different areas of Australia and across four industry sectors. The data was analysed using the qualitative analytic approach of themed analysis and was guided by Resourced-Based View (RBV) theory From a practical viewpoint, the research helped to identify the factors that influence the KP strategies implemented by SMEs. This occurred initially through the development of the study’s theoretical framework. The findings revealed that most SMEs relied heavily on informal and semi-formal KP strategies such as restricted access to documents, due to their limited resources. Only a small number of SMEs used formal strategies such as patents. Factors influencing KP adoption were categorised into two broad groups: SME-specific factors (business size, owner/manager characteristics, flexibility, and relationships) and organisational/contextual factors (industry sector, geographic location). The study also found that while businesses did not formally assess the benefits of KP, they perceived improvements in client trust, operational consistency, and competitive positioning. The theoretical framework was refined to incorporate new dimensions such as business growth (in addition to age), intra- and inter-organisational relationships, and contextual market conditions alongside infrastructure availability. The study offers important insights from both organizational and managerial perspectives. Theoretically, it contributes to RBV theory by developing and refining a framework that explores how SMEs implement KP strategies based on their structure and nature. Although the topic of KP is relatively new in the context of SMEs, the research highlights how these firms leverage internal resources, particularly human and relational capital, to develop informal, adaptable protection mechanisms. Despite often lacking the capacity for formal protection, SMEs can effectively safeguard their knowledge using resource-conscious strategies. This study thus provides a useful framework for SMEs to assess, adopt, and scale their knowledge protection efforts.

Search Google Scholar

Repository staff login