Abstract
D.Litt. et Phil.
The problem addressed in this study is to determine whether information is recognized
as a resource in South African manufacturing enterprises and whether these
enterprises use information to their competitive advantage. The role of information as
a resource for competitive advantage is discussed and it is shown that the competitive
position of enterprises can be strengthened on the strategic level if the information
resources are efficiently managed.
As a result of the lack of knowledge on the information management situation in
manufacturing enterprises, an empirical investigation was necessary and a
questionnaire was sent to enterprises in the Guateng province. South African
manufacturing enterprises were grouped according to the strategic types identified by
the Miles and Snow typology. Of the 172 respondents 21,5% were classified as
Prospectors, 36,6% as Analyzers, 29,7% as Defenders and 12,2% as Reactors. The
majority of the respondents pointed out that they frequently scanned the environment,
but formal environmental scanning systems existed at only 20% of the enterprises.
The majority of South African manufacturing enterprises are currently in Strategic
Management Phase 2. Attention is paid to the strategic management of products with
the emphasis on market growth and market share in comparison to those of
competitors. The way in which information is managed in manufacturing enterprises
relates to the management typology applied in these enterprises. Information is
managed very fragmentally in South African manufacturing enterprises and integrated
information management systems exist at only a small percentage of enterprises. The
majority of enterprises are in Development Phase 2 of information management, that
is, the management of corporate automated technology. Formal information
management departments are found more regularly at Prospectors and Analyzers than
at Defenders and Reactors. Prospectors and Analyzers make more use of information
management systems. The proportion of personnel involved with information
management is higher at Analyzers than at any of the other strategic types. Analyzers
also apply records management more frequently than the others. More than half of the
respondents evaluated their investments in information management resources
periodically in order to determine practical use and value. Employee development was
encouraged with 94,9% of the respondents and 9,9% of the enterprises were classified
as learning organizations. It is concluded that information management is applied in
South African manufacturing enterprises but that it is not used to the competitive
advantage of these enterprises. It is recommended that South African manufacturing
enterprises integrate information management with the other enterprise functions and
that information management be a strategic management function. Manufacturing
enterprises should strive to reach the Strategic Management Phase 4 as well as Phase
5 of information management. Guidelines are provided on how information
management can be implemented as a strategic management function within
enterprises classified as Prospectors, Analyzers, Defenders and Reactors.
Unstableness and change are the main characteristics of the South African
manufacturing industry and this changing environment makes it necessary to react
appropriately in order to obtain competitive advantage. South African manufacturing
enterprises should therefore strive towards a new management typology called
Renewers or learning organizations.