An Exploration of the Downfall of Jute Industry with Perspective of Knowledge Management: A Case Study of Sindh, Pakistan

Author(s)

Ghazala Panhwar , Dr Iffat Batool Naqvi , Ms Mahvish Khaskhely , Ms Raeesa rashdi ,

Download Full PDF Pages: 24-34 | Views: 636 | Downloads: 168 | DOI: 10.5281/zenodo.4260693

Volume 9 - October 2020 (10)

Abstract

This qualitative research explores the factors behind the downfall of the jute industry in Pakistan, specifically in region of Sindh. Through preliminary informal interviews, a major cause of downfall is identified which is the lack of formal knowledge management mechanism within the firms and industry. Accordingly, a knowledge transfer mechanism is proposed for the efficacy of knowledge transfer in the firms and hence improves the overall knowledge management of the industry which is later validated through formal interviews with industry experts. The literature states that in Pakistani context there is a dearth of awareness of the proper knowledge transfer in SMEs. For this research, to fulfill the aim of exploration of the factors behind, a collapsed jute firm is taken into consideration in the Sindh region of Pakistan as a case study. Therefore, to ascertain reasons of the downfall of the industry, semi-structured interviews were conducted from 11 personnel from industry and academia and were analyzed by using the manifest qualitative content analysis technique to identify the underlying rationales and gap between the connected entities. The findings suggests that, there are many veiled factors behind the downfall of the prosperous firm, amongst those is the lack of government support, since Pakistan is the jute dependent  country ,so in such environment the unit setups look forward for the helping hand from the government. Additionally, it was also found that in Pakistani context there is no any practice of succession planning in the firms of any type, leading to many unspoken problems. One of such problem is absence of codification, which in turn makes difficult for the firms to transfer the knowledge to the coming generations. It was also observed that, the industrial units are always looking forward to have a collaborative link to the knowledge generating units known as universities. Likewise the academia is also intended to approach to have such linkages to the industries to create a more developed milieu. On the whole this study is an attempt to comprehend the significance of knowledge transfer as one of the factor in understanding the downfall of the firm and to look for the ways with which the knowledge management of the industry can be developed.

Keywords

Knowledge transfer, Knowledge Management, Jute industry, Succession Planning, Sindh, Pakistan.

References

                 i.            Abu Bakar, A.H., Yusof, M.N., Tufail, M.A. and Virgiyanti, W. (2016), “Effect of knowledge management on growth performance in construction industry”, Management Decision, Vol. 54 No. 3, pp. 735-749.

      ii.            Adams, C. (2011).How to transcribe data

    iii.            Ahmed, R. (1966). The Progress of the Jute Industry and Trade, 1855-1966. Pakistan Central Jute Committee.

     iv.            Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational behavior and human decision processes, 82(1), 150-169.

       v.            Argote, L., Ingram, P., Levine, J. M., & Moreland, R. L. (2000). Knowledge transfer in organizations: Learning from the experience of others. Organizational behavior and human decision processes, 82(1), 1-8.

     vi.            Argote, L. and Fahrenkopf, E. (2016), “Knowledge transfer in organizations: the roles of members, tasks

   vii.            Armstrong, M. (2006). A Handbook of Human Resource Management Practice, 10thed, Cogan Page: London

 viii.            Arsawan, W. E., Bali, P. N., Rajiani, I., & Mangkurat, U. L. (2019). Investigating knowledge transfer mechanism in five star hotels. (February).

     ix.            Aziri, B., Veseli, N. & Ibraimi, S. (2013). Human Resource and Knowledge Management.Zader, Croatia

       x.            Bathelt, H., Malmberg, A., Maskell, P., Bathelt, H., Malmberg, A., & Maskell, P. (2004). Clusters and Knowledge : Local buzz, Global Pipelines and the Process of Knowledge Creation

     xi.            Bekkers, R., &Freitas, I. M. B. (2008). Analyzing knowledge transfer channels between universities and industry: To what degree do sectors also matter? Research policy, 37(10), 1837-1853.

   xii.            Bell, M., &Albu, M. (1999).Knowledge systems and technological dynamism in industrial clusters in developing countries. World development, 27(9), 1715-1734.

 xiii.            Bhaskar, V., & Khan, M. (1995). Privatization and employment: A study of the jute industry in Bangladesh. The American Economic Review, 85(1), 267-273.

 xiv.            Breweton, P. & Millward, l. 2001. Organizational Research Methods, London, SAGE.

   xv.            Chesbrough, H., 2003b. Open Innovation: the New Imperative for Creating and Profiting From Technology. Harvard Business School Press, Cambridge.

 xvi.            Culpan, R. (2009). A fresh look at strategic alliances: Research issues and future directions. International Journal of Strategic Business Alliances, 1(1), 4–23.

xvii.            Cunningham,L.X.,&Rowley,C.(2008).The development of Chinese small and medium enterprises and human resource management:A review.Asia Pacific Journal of Human Resources,46(3),353-379.

xviii.            Dar,M.S.,Ahmed,S., Raziq,A.(2017).Small and medium-size enterprises in Pakistan: Definition and critical issues.Pakistan Buisness Review,(April 2017),46-70

 xix.            Dasanayaka,S.W.S.B.(2008).SMEs in globalized world: A brief note on basic profiles of Pakistan’s small and medium scale enterprises and possible research directions. Business Review,3(1),69-76.

   xx.            Gonza´lez-Loureiro, M., Alonso, M.V. and Schiuma, G. (2015), “Knowledge and sustained competitive advantage: how do services firms compete?”, Investigaciones Europeas De Direcci�on Y Economı´a De LaEmpresa, Vol. 21 No. 2, pp. 55-57.

 xxi.            Husserl, E. (2012). Ideas: General introduction to pure phenomenology.

xxii.            Jones, H. R., & Davenport, M. (1972). The Pakistani community in Dundee: a study of its growth and demographic structure. Scottish Geographical Magazine, 88(2), 75-85.

xxiii.            Khumalo, F. (2012). The tacit knowledge transfer process: How middle managers facilitate knowledge sharing in organizations (Doctoral dissertation, Capella University).  

xxiv.            Kvale, S., &Brinkmann, S. (2009).Interviews: Learning the craft of qualitative research interviewing (2nd edition)Thousand Oaks, CA: Sage

xxv.            Laverty, S. M. (2003). Hermeneutic phenomenology and phenomenology: A comparison of historical and methodological considerations. International journal of qualitative methods, 2(3), 21-35

xxvi.            Levine, D., & Gilbert, A. (1999). Managerial practices underlying one pièce of the learning organization. Univeristy of California, Berkley.

xxvii.            Levitt, B., & March, J. G. (1988).Organizational learning. Annual review of sociology, 14(1), 319-338.

xxviii.            Malmberg, A., & Power, D. (2005). (How) do (firms in) clusters create knowledge? Industry and innovation, 12(4), 409-431.

xxix.            Marvasti, A. (2018). Research methods. The Cambridge Handbook of Social Problems, 1(3), 23–37

xxx.            Meaning, M., & Data, F. Y. (2007). Qualitative Research in Education: A User’s Guide. Educate~, 7(1), 61–63.

xxxi.            Menon, T., & Pfeffer, J. (2003). Valuing internal vs. External knowledge: Explaining the preference for outsiders. Management Science, 49(4), 497-513.

xxxii.            Moustakas, C. (1994). Phenomenological research methods.Sage.

xxxiii.            Nokes, T. J. (2009). Mechanisms of knowledge transfer. Thinking & reasoning, 15(1), 1-36.

xxxiv.            Nokes, T. J., &Belenky, D. M. (2011).Incorporating motivation into a theoretical framework for knowledge transfer.In Psychology of learning and motivation (Vol. 55, pp. 109-135).Academic Press.

xxxv.            Pasaribu, B. I., Afrianti, A., Gumilar, G. G., Rizanti, H. P., & Rohajawati, S. (2017). Knowledge Transfer: A Conceptual Model and Facilitating Feature in Start-up Business. Procedia Computer Science, 116, 259–266.

xxxvi.            Pemsel, S. and Mu¨ ller, R. (2012), “The governance of knowledge in project-based organizations”,International Journal of Project Management, Vol. 30 No. 8, pp. 865-876.

xxxvii.            Perkmann, M., & Walsh, K. (2007). University–industry relationships and open innovation: Towards a research agenda. International Journal of Management Reviews, 9(4), 259-280.

xxxviii.            Seidman, I. E. (2006).Interviewing as qualitative research: A guide to researchers in education and the social sciences (3rd edition.). New York: Teachers College Press

xxxix.            Shah, R. H., & Ewaminathan, V. (2008). Factors influencing partner selection instrategic alliances: The moderating role of alliance context. StrategicManagement Journal, 29(5), 471–494.

     xl.            Starbuck, W. H. (1992). Learning by knowledge‐intensive firms. Journal of management Studies, 29(6), 713-740.

   xli.            Susanty, A., Handayani, N. U., & Henrawan, M. Y. (2013). Key Success Factors that Influence Knowledge Transfer Effectiveness: A Case Study of Garment Sentra at Kabupaten Sragen. Procedia Economics and Finance, 4(Icsmed), 23–32.

 xlii.            Szulanski, G. (1996), “Exploring internal stickiness: impediments to the transfer of best practice within the firm”, Strategic Management Journal, Vol. 17 No. 2, pp. 27-43.

xliii.            Valentine, C. (2011). Knowledge Transfer – What is it and why is it. Important?16th Sept 2013

xliv.            Vartanian, T. P. (2010). Secondary data analysis. Oxford University Press.

 xlv.            Walsh, J. P., &Ungson, G. R. (1991).Organizational memory. Academy of management review, 16(1), 57-91.

xlvi.            Welton, D. (1999). The essential Husserl: Basic writings in transcendental phenomenology

xlvii.            Yee, S. F. (2019). The Framework of Transcendental Phenomenology. In A Phenomenological Inquiry into Science Teachers’ Case Method Learning (pp. 1-21).Springer, Singapore.

xlviii.            https://dailytimes.com.pk/271110/jute-industry-seeks-govt-support-to-increase-export/

Cite this Article: