Knowledge management: A model and a case study

Abstract

This paper examines the knowledge management processes used in a small-to-medium enterprise (SME). The SME, Pacific Lifestyle Publishing, is a highly successful Australian publishing company that produces nine narrow-market niche magazines. Underpinning the successful management of knowledge in PLP was a unique organisational culture that had a dual focus. Further, at the more obvious level, PLP used a number of ordinary management processes (Stacey 1996), such as strategic management, selection and control systems, to manage and proselytise its core competencies. In addition, PLP encouraged creativity, both in its day-to-day activities and also in identifying and implementing new strategic opportunities. To manage this creativity, PLP used extraordinary management processes (Stacey 1996), such as self organising groups and a unique five step process to introduce new knowledge into the organisation. Overall, the organisation successfully managed its day-to-day activities, the creativity of staff and its culture to achieve what Stacey (2001) called a state of bounded instability. Achieving this state of bounded instability was the foundation of the success at PLP.