PKD classification group
3.4. Are Lower Silesian enterprises knowledge-based organisations?
Respondents’ opinions
In order determine, which enterprises, if any, are knowledge-based organi-sations, empirical research of representatives of Lower Silesian enterprises was held (as described in section 3.2). From the beginning, the author ex-pected problems related to the respondents ability to determine whether their companies are knowledge-based organisations (operating in the knowledge-based economy). As shown before, the definitions of the term
“knowledge-based economy” are not unequivocal, besides it is difficult to apply methods of measurement of knowledge-based economy to enterpris-es. As revealed in the review of the available literature, precise definition of a knowledge-based organisation and its measurement exceeds current potential of researchers, international organisations and representatives of enterprises themselves. However, application of uniform terminology in re-search is so important that it was provided to respondents to let them assess whether their enterprises were already knowledge-based organisations (the terminology is described in section 1.2). The researcher attempted also to verify if there were differences in opinions dependent on level of manage-ment, sex and corporate results. One half of the respondent management staff declared that their enterprises were already knowledge-based organi-sations (operating in the knowledge-based economy), while 20% believed that the organisation was partially so. Only 5% of the respondent manage-ment staff acknowledged that their enterprises were not knowledge-based organisations (they didn’t operate in the knowledge-based economy – Fig.
3.7). The obtained results lead to a conclusion that management staff of Lower Silesia had a more positive view of knowledge application at their enterprises than shown by international rankings and statistical data about Poland; this concerns especially management staff of enterprises listed in rankings.
50%
16%
20%
3%
6% 5%
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
Fig. 3.7. Response to the question: is the enterprise you manage a knowledge-based or-ganisation (it shapes the knowledge-based economy) (N = 433 persons)
Source: original research.
This may be explained by the fact that probably respondents tried to present their enterprises somewhat more optimistically, but it may also indi-cate that they had already selected the right direction, seeing their competi-tive advantage potential in knowledge application, innovation, information and communication technologies, human capital and its development. In the analysed case, this situation may be interpreted differently, too. The high as-sessment of the respondent enterprises by their managers may be due to con-stant improvement of human capital: as shown by statistical data, the level of education increases and so does the rate of participation in lifelong learning.
It is also of significance that Lower Silesian enterprises develop more dynami-cally than companies in other regions in Poland, supported by numerous for-eign investments [Raport Polska 2011. Gospodarka… 2011, p. 10] and supply of well-educated staff from Lower Silesian universities.
Analysis of the data shown in Figure 3.8 suggests that the respondents’
answers depended on the level of their management positions. The higher position of the manager, the stronger their conviction that their enterprise is a knowledge-based organisation (operating in the knowledge-based econo-my). Probably this is related to the fact that top management staff was already
focused in their strategies on development of the knowledge-based economy, seen as a development chance. However, as confirmed by the research, me-dium and low level management staff assessed the situation less optimis-tically (Fig. 3.8) and it should be stressed that it was them who had better knowledge of what went on inside organisations and of actual implementation of the knowledge-directed development strategy accepted by the enterprise.
The observed discrepancy of opinions may indicate that there was a differ-ence between the planned and actual degree of knowledge application.
49%
15%
25%
4%6%1%
Medium and lower level management staff
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
53%
15%
18%
2%6% 6%
Top management staff
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
Fig. 3.8. Response to the question: is the enterprise you manage a knowledge-based organisation (it shapes the knowledge-based economy)? Differences of answers be-tween top management and medium/lower management staff (N = 433 persons) Source: original research.
To a certain extent this situation should seem positive, because so clear focus on knowledge-based economy, as observed in top management staff may be an important factor in support of positive changes in enterprises and economy as a whole.
A more detailed analysis allowed for identification of differences in an-swers depending on corporate results (Fig. 3.9).
45%
17%
22%
3%
7% 6%
Enterprises outside ranking lists
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
66%
15%
14%
4%
1% 0%
Enterprises listed in rankings
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
Fig. 3.9. Response to the question: is the enterprise you manage a knowledge-based organisation (it shapes the knowledge-based economy)? Differences of answers be-tween management staff of the best enterprises listed in rankings and enterprises out-side rankings (N = 433 persons)
Source: original research.
Sixty six percent of the management staff of enterprises listed in rank-ings of the best enterprises believed that their organisations were already en-tirely knowledge-based organisations, while in enterprises outside the lists this opinion was shared only by 46% of respondents (Fig. 3.9). This leads to a conclusion that the status of a knowledge-based organisation acted in fa-vour of good corporate results in the contemporary economic, technologi-cal and social environment. The analysis of management staff’s opinions on the analysed issue considering sex revealed no large or statistically signifi-cant differences. Women and men took similar positions on this question.
49%
17%
20%
4%5% 5%
Women
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
50%
16%
20%
4%5%5%
Men
yes
not entirely yet, but the transformation process is quite advanced
partially
not yet, but we have initiated that process and it is implemented intesively
we have initiated the transformation process, but it proceeds slowly
no
Fig. 3.10. Response to the question: is the enterprise you manage a knowledge-based organisation (it shapes the knowledge-based economy)? Differences of answers be-tween women and men (N = 433 persons)
Source: original research.
The general analysis of the obtained data enables an approach to the studied fragment of Lower Silesia’s economy and its assessment.
The presented results allow for a conclusion that the economy in Lower Silesia is not yet entirely a knowledge-based economy and only some en-terprises are knowledge-based organisations. It is a positive sign that they realised the fact. Considering the distance between the Polish enterprises in the knowledge-based economy and the European Union’s average level or the most innovative countries in Europe (Denmark, Sweden, Germany) and in the world (USA, Japan, South Korea), it is necessary to undertake positive actions (by the state and the companies themselves) to improve this situation. Otherwise, the Polish economy will not be able to compete at the global market, when its main competitive advantage of low labour costs is lost, which can happen soon.