PurposeThe purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.Design/methodology/approachApplied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.FindingsA conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.Originality/valueThis paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.
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Many studies deal with the determinants of countries' culture or efficiency of microfinance institutions (MFIs). The purpose of this chapter is to fill the gap in the literature, namely, to analyze the connection between national cultural features and indicators of countries' microfinance institutions. The authors summarize the mission and operation of microfinance institutions, the six dimensions of national culture and three knowledge strategies. 35 countries representing the subject of the research, the statistics of which are available for both MFIs' side and national cultural side. The rank correlation and the investigation of TOP 5 countries show that the MFIs are successful in countries characterized by high level of power distance, collectivistic culture, high level of uncertainty avoidance and restraint culture. The chapter also lists few countries where MFIs could be successfully introduced based on their national cultural features and recommends certain knowledge strategies for effective operation.
For knowledge-intensive organizations, it is important to carry out an objective assessment of their current position in the area of knowledge management activities and processes. Uncertainty presents a barrier to the introduction of suitable activities for improving knowledge management. We believe that the results of the research will be significant to practice and will provide substantial support for leaders and managers. Moreover the right knowledge management activities can help push thinking beyond the everyday in a way that spurs innovative creativity. To ensure success and long-term existence of any organizations effective application of organizational knowledge and knowledge management practice is of critical importance. Besides simply assessing the benefits inherent in knowledge management, the organizations must learn to recognize and manage the different areas of their knowledge management practice. Our innovative solution, the “Knowledge Management Profile” is devoted to the formulation of a new knowledge management maturity model, which is believed to be of vital importance in the quest of the successful knowledge management practice.
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