Purpose – The purpose of this paper is to explore the role and economic impact that the internet, specifically websites and social media, have on small businesses. It aims to investigate the benefits available from the use of the internet and social media sites for small businesses that operate in underserved regions. Design/methodology/approach – The research utilizes a case study methodology based on two surveys and semi-structured interviews with the owners or managers of five small companies in the western mountain region of Maine, a region described as underserved by the state departments of tourism and economic development – generally economically depressed, where the businesses are often struggling to survive. Findings – Benefits from the use of websites and social media sites include an increase in awareness and inquiries, enhanced relationships with customers, an increase in the number of new customers, enhanced ability to reach customers on a global scale, and co-promotion of local businesses that enhance the image of small businesses in the region. Research limitations/implications – The small number of firms from a specific region in the USA limits generalizations from this study’s findings. However, the findings offer preliminary insights for future studies on the use of the internet and social media sites for small businesses. Practical implications – The research provides evidence of potential advantages of utilizing web pages and social media sites for small businesses in underserved locations. The findings show that a web presence integrated with meaningful and sustained social media promotion can have a positive impact on business success in terms of increased traffic, awareness and revenues. This study has the potential to shed light on how internet technologies and social media can help struggling small businesses to communicate cost effectively with customers on a global scale, opening new opportunities for sales and growth. Social implications – By exploring the value of social media to small businesses, the authors hope to contribute to enhancement of the quality of life in small business and society as a whole. Originality/value – This paper is among the few reports on how small businesses learn about, utilize, and benefit from the web pages and social media sites.
Executives and strategists have long recognized the value of knowledge as a primary driving source for a ®rm's sustainable competitive advantage ± hence the creation by many ®rms of a position called the chief knowledge of®cer (CKO). However, many people have proposed differing perspectives and models relating to the concept of knowledge management. In this paper differing knowledge management viewpoints are examined, by examining and integrating theories relating to the diffusion of innovations and change agents. The roles of change agents, innovators, and opinion leaders, such as CKOs, are explored in terms of effective knowledge management strategies and techniques. A model and strategies are proposed that can serve as a framework for CKOs and other knowledge management change agents to effectively facilitate the acquisition and use of knowledge in the ®rm by effectively using an organizational memory system.
PurposeThis paper aims to clarify the relationship between explicit and tacit knowledge in specific organizational environments. It seeks to explore processes and strategies currently being deployed as best practices in the military to see what can be learnt from them and to improve the use of knowledge assets in large‐scale organizations in high‐velocity and/or turbulent environments.Design/methodology/approachHigh velocity/turbulent environments are defined. The paper uses examples from the public sector and the private sector and provides a model for knowledge management in high velocity/turbulent environments (HVTE) and offers several propositions for further exploration.FindingsThe paper provides insights into how and why tacit knowledge is more important to decision making and strategic positioning in high velocity/turbulent environments. The complexity of knowledge management is enormous.Practical implicationsWhat the authors learned from the military can serve as lessons for businesses to improve their agility in high velocity/turbulent environments. Businesses can apply this knowledge in considering the types of environments they operate in and which methods of knowledge transfer would serve them best to remain competitive.Originality/valueThis paper addresses what the authors believe is missing in knowledge management research to date – how and when tacit knowledge is more critical to organizational success than the use of explicit knowledge. The analysis also provides an environmental framework that distinguishes the use of tacit and explicit knowledge.
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