Knowledge strategic choices in implementing knowledge strategy: Case of Malaysian hotel industry - Theory and Practice in Hospitality and Tourism Research - page 58

Table 2. Exploratory Factor Analysis for Knowledge
Strategic Choice.

6 LIMITATION AND RECOMMENDATION

Despite of the contribution made from this study,
there were two limitations posed. Firstly, the data
were only collected in the period of the year 2012;
it might not enough to tackle more on knowledge
strategic choices as general. This is because knowl-
edge strategic choices are likely to evolve due to
the forces such as technology changes, government
regulation, and uncertainty of world economy.
Hence, future studies must require a longitudinal
study.
Last but not least, a new measurement of knowl-
edge strategic choices must be reconstructed as the
current knowledge strategic choices measurement
was constructed in 2004. Although the present
study adapted the knowledge strategic choices
measurement, it still can be used because strategy
of managing knowledge in hotel industry yet to
be recognized and therefore, if hotel industry in
future becoming knowledge oriented firm, future
researchers need to develop a new measurement of
knowledge strategic choices so that it parallel with
future business environment.

exploitation are able to pursue conservative knowl-
edge strategy (CKS) and those who are focusing
external, exploration and innovation knowledge
able to pursue aggressive knowledge strategy
(AKS). While in study of Al-Ammary (2008), the
author stressed that internal, external, codifica-
tion, personalization, exploitation and exploration
were appropriated knowledge strategic choices in
implementing CKS and AKS. Whereas in study of
Chew (2008), he also identified the same knowl-
edge strategic choices and classified those business
firms who focused on this knowledge activity were
able to pursue CKS and AKS.
However, the retained four factor solutions were
consistent and two factor solutions were not con-
sistent with previous studies discussed above. Inter-
nal and deep knowledge were not successfully load
at expected component. Therefore, these two par-
ticular factors have revealed that hotels were not
likely to have these two knowledge strategic choice
in implementing the KS. The findings of this study
supports Porter (1996) and Al-Ammary (2008)
propositions. They argued that in order to man-
age the knowledge successfully, business firm must
require a balance trade off in choosing knowledge
strategic choice.
As for the conclusion, hotel industries in
Malaysia were likely to choose knowledge explo-
ration, broad knowledge, knowledge exploitation,
knowledge personalization, external knowledge
and knowledge codification. Based on the chosen
knowledge strategic choices, they might able to
implement successful KS.

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