A research on OIZs in Malatya to assess the effects of strategic entrepreneurship applications on knowledge management performance

The concept of strategic entrepreneurship is the main subject of this study and this concept emerged in the early 2000s as a result of an integration with the concept of strategic management. In contemporary environment of global competition, strategic entrepreneurship and knowledge management are both enable sustainable competitive advantage and value creation. The objective of this study is to assess the effects of strategic entrepreneurship practices on knowledge management performance. Survey research, which is considered as one of the quantitative research methods, is used to analyse the research problematic. Questionnaire technique is used to collect data for this study. The questionnaire form consists of three main parts. These parts are two scales and one questionnaire to determine the demographic structure of the sample. In this study, the strategic entrepreneurship scale, which consists of the dimensions of strategic management of resources, as well as the scales of entrepreneurial culture, entrepreneurial leadership, entrepreneurial mindset are used. These scales were developed by Türkmen and Yılmaz. For the measurements of information management performance of the companies, the scale of information management performance is used. This scale was developed by Çetinkaya. The elements of this information management performance scale are information gathering, information storage, information production and information sharing. The content and the environment of this research are 361 companies registered in the 1st and 2nd OIZs in Malatya. Feedback was received from 174 of the companies that could be reached. 9 of the entries were deemed invalid and continued with 165 companies. The results show that strategic entrepreneurship has a positive and significant effect on knowledge management performance and its sub-dimensions. Two of the nine hypotheses, including one main hypothesis and eight sub hypotheses, were rejected and seven were accepted. It has been understood that the most significant contribution to the effectiveness of strategic entrepreneurship on knowledge management performance can be found on the knowledge production sub-dimension of the strategic entrepreneurship dimension.