Sari Salojärvi, Patrick Furu and Karl‐Erik Sveiby
The impact of knowledge management on the financial success of companies has not yet been properly researched. This paper aims to make a contribution by examining the relationship…
Abstract
Purpose
The impact of knowledge management on the financial success of companies has not yet been properly researched. This paper aims to make a contribution by examining the relationship between sustainable sales growth and knowledge management activities in 108 Finnish small and medium‐sized enterprises (SMEs).
Design/methodology/approach
Data were generated from a questionnaire survey of 108 SMEs from different fields and thematic interviews with ten companies.
Findings
Higher levels of KM‐maturity were found to correlate positively with long‐term sustainable growth. Although Finnish SMEs display a surprisingly high awareness about KM, only a minor proportion of the sample firms has been able to benefit in terms of growth from their KM‐related activities. The results have implications for policy formulation in the field of SMEs, since half the Finnish SMEs in the sample do not grow. We found that the fast‐growing companies with high KM‐maturity are applying KM‐related activities in a comprehensive and balanced way, thereby raising question marks around the effectiveness of eclectic “KM implementations”.
Research limitations/implications
This research was carried out in only one country and the results cannot be generalised. Furthermore, this study does not provide any information concerning the causal relationship of knowledge management and SME performance. Therefore, further studies in the field are needed.
Practical implications
The results from this study also suggest that SMEs might be able to shift into higher growth by applying a comprehensive KM‐approach incorporating all intangible assets equally.
Originality/value
This study provides new information concerning the relationship between knowledge management and small business performance.
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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…
Abstract
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
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Fefie Dotsika and Keith Patrick
Implementing knowledge management (KM) initiatives in small-to-medium enterprises (SMEs) is crucial, as knowledge is their single key resource. Despite evidence that it improves…
Abstract
Purpose
Implementing knowledge management (KM) initiatives in small-to-medium enterprises (SMEs) is crucial, as knowledge is their single key resource. Despite evidence that it improves performance and competitive advantage, KM practices in SMEs have been problematic due to resource constraints, while existing solutions and practices fail to meet the changing requirements of growing companies. The purpose of this paper is to investigate the evolution of the KM system of an independent SME, whose growth changed their operations’ systems and KM requirements. The necessary changes were promptly acknowledged and managed as a priority by revisiting their system and adapting it to their new needs. This KM practice and the consequent feedback loop have been identified as an essential tool for growth and change.
Design/methodology/approach
In order to achieve a comprehensive understanding of the key issues involved in KM adoption in SMEs, the paper took an exploratory approach, applying a combination of action research methods with emphasis on participatory observation and process consultation that drew upon interviews, document analysis and observations.
Findings
The result of the study is a framework evaluation of KM for SMEs which addresses the process of organisational change, ensures the availability of knowledge assets and safeguards the company's key strategic objectives.
Originality/value
Previous studies in the area follow a linear process and do not re-visit the existing solution regularly to evaluate, learn and adapt. The proposed framework differs in that it employs a feedback loop and provides the means for analysis to evaluate success and activate the process of learning.
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Based on the knowledge management (KM) perspective, innovation diffusion theory and technology-organization-environment framework, the purpose of this paper is to develop a…
Abstract
Purpose
Based on the knowledge management (KM) perspective, innovation diffusion theory and technology-organization-environment framework, the purpose of this paper is to develop a research model to investigate the influence of technological (information technology (IT) support and IT effectiveness), organizational (top management support, sharing culture, and reward system) and environmental (competitive pressure) contexts on the two-stage KM diffusion (KM adoption and implementation) in small and medium enterprises (SMEs).
Design/methodology/approach
Data gathered from 119 SME senior managers (including owner, vice president, and business manager) in Taiwan were employed to test the relationships between the research model constructs using the partial least squares approach.
Findings
The results showed that technological, organizational, and environmental factors have different effects on KM adoption and implementation stages. Specially, IT support has the strongest effect on KM adoption stage, while sharing culture has the strongest effect on KM implementation stage.
Practical implications
IT support continues to be positively related to the level of KM implementation after adoption. KM diffusion requires managers to invest time and effort to link specific IT support and knowledge-based work activities, since effective IT deployment for KM can help SMEs move toward a knowledge society, which is vital in the contemporary knowledge economy.
Originality/value
Theoretically, the findings of this study contribute to empirical research on contextual factors that influence KM diffusion using a broad data set rather than a few isolated SME cases. From the managerial perspective, given the importance of KM diffusion in modern SMEs and also in the future, the findings of this study are designed to enable owner-managers and practitioners to understand how SMEs KM diffusion is influenced by contextual factors, and how the effects may vary across different stages.
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Francesca Rossignoli, Andrea Lionzo, Thomas Henschel and Börje Boers
The aim of this paper is to analyse the role of communities of practice (CoP) as knowledge-sharing tools in family small and medium-sized enterprises (SMEs). In this context, CoPs…
Abstract
Purpose
The aim of this paper is to analyse the role of communities of practice (CoP) as knowledge-sharing tools in family small and medium-sized enterprises (SMEs). In this context, CoPs that jointly involve family and non-family members are expected to act as knowledge-sharing tools.
Design/methodology/approach
This paper employs a multiple case study methodology, analysing the cases of six small companies in different sectors and countries over a period of 8 years. Both primary and secondary data are used.
Findings
The results show the role CoPs play in involving family and non-family members in empowering knowledge-sharing initiatives. A CoP's role in knowledge sharing depends on the presence (or lack) of a family leader, the leadership approach, the degree of cohesion around shared approaches and values within the CoP, and the presence of multiple generations at work.
Originality/value
This paper contributes to the literature on knowledge sharing in family businesses, by exploring for the first time the role of the CoP as a knowledge-sharing tool, depending on families' involvement in the CoP.
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Malgorzata Zieba, Ettore Bolisani and Enrico Scarso
The purpose of this paper is to investigate the knowledge management (KM) approach followed by small companies. In particular, after introducing the notion of emergent approach…
Abstract
Purpose
The purpose of this paper is to investigate the knowledge management (KM) approach followed by small companies. In particular, after introducing the notion of emergent approach, the paper aims to examine if that notion is useful to properly describe the way small businesses approach their KM activities.
Design/methodology/approach
The study is based on the results of a qualitative survey involving 12 owners and managers of small companies belonging to the knowledge-intensive business services (KIBS) sector. The survey uses the case-study method.
Findings
The findings confirm that the approach to KM adopted by small companies can be defined as emergent: in the analysed cases, there were no formal KM plans, despite the fact that the examined companies have all introduced various KM practices. This shows that there can be the need to define KM approaches that better fit smaller companies.
Practical implications
Although an emergent approach may be seen as unplanned, companies should learn how to be aware of their KM practices and, once they are, how to develop them properly. For executives to be able to recognize emergent KM practices, notions and elements of KM need to be introduced in their business background and professional education (e.g. how KM fits into a small organization, what KM processes are, what KM tools and practices exist, etc.).
Originality/value
The study contributes to the understanding of KM in really small entities, still a much under-explored topic.
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Paula Benevene, Eric Kong, Massimiliano Lucchesi and Michela Cortini
The purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in generating…
Abstract
Purpose
The purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in generating knowledge and organisational growth, as well as on the challenges and the difficulties of the management of IC among these organisations.
Design/methodology/approach
This exploratory study adopted a qualitative methodology. A total of 70 semi-structured interviews were conducted with senior managers of Italian non-profit SMSCs, asking them to talk about the management of their human capital, organisational capital and relational capital. The data gathered from the interviews were analysed through discourse analysis carried out by two independent judges.
Findings
IC management among Italian non-profit SMSCs is unplanned, unsystematic and short-termed. The SMSCs in question adopt an employee-centred approach; their IC management and knowledge creation are more focused on the direct contribution of the organisational members, than on the endorsement of formal or structured procedures and processes. Owing to their social aim, the well-being of both the workers and the beneficiaries of the SMSCs plays a central role in the IC management. Relationships with external stakeholders are regarded as important as those with the internal ones, re-affirming the organisations’ members as the core of the knowledge generation.
Research limitations/implications
The group reached is not a statistically representative sample; furthermore, it is limited to Italy.
Social/implications
Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, whilst also helping these micro-enterprises to develop into SMEs.
Originality/value
This paper contributes to the IC literature by shedding light on the role played by IC among small and medium enterprise (SMEs), and more specifically in the specific context of Italian SMSCs. To the authors’ knowledge, no previous research has thus far dealt with this issue. Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, while also helping these micro-enterprises to develop into SMEs.
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Vlad Andrei Alexandru, Ettore Bolisani, Andreia Gabriela Andrei, Juan Gabriel Cegarra-Navarro, Aurora Martínez Martínez, Marco Paiola, Enrico Scarso, Elena-Mădălina Vătămănescu and Malgorzata Zieba
This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM…
Abstract
Purpose
This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small- and medium-sized enterprises (SMEs) having different characteristics.
Design/methodology/approach
A cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small- and medium-sized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors.
Findings
Three clusters were identified: Companies showing a relative “unconscious” attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM.
Research limitations/implications
This study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used.
Practical implications
This paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices.
Originality/value
The topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multi-contextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.