Knowledge Management for SMEs Based on the Balanced Scorecard

Chen, Hongmei; Miao, Yujun

doi:10.1109/icmss.2010.5577060

Cited by 3 publications

(3 citation statements)

References 1 publication

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“…It is believed that the proposed measurement model is more comprehensive and complete for SMEs compared to the previous models suggested by other researchers such as Montequín et al (2006) and Chen and Miao (2010). The proposed KMPM model covers all the three important aspects of KM, whereas only one or two aspects are covered in the previous approaches.…”

Section: Discussionmentioning

confidence: 96%

“…Relational capital is related to the value of all the external relationships that a company has with its customers, suppliers and other parties. Chen and Miao (2010) proposed a KM implementation and measurement model for SMEs with the use of BSC. The model focuses on measuring KM processes based on the four dimensions of BSC which are financial, customer, internal business process and learning and growth.…”

Section: An Overviewmentioning

confidence: 99%

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Development and validation of knowledge management performance measurement constructs for small and medium enterprises

Lee

Wong

2015

Journal of Knowledge Management

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Purpose – This paper aims to address the lack of previous studies and to propose a reliable and valid knowledge management performance measurement (KMPM) model for small and medium enterprises (SMEs). Design/methodology/approach – A survey instrument containing 13 constructs and 49 items was initially developed and posted to small and medium-sized consultancy firms in Malaysia. Reliability and validity analysis was performed to ensure the quality of the instrument. Findings – The developed survey instrument was shown to be reliable, valid and suitable to be applied in SMEs to evaluate their knowledge management (KM) performance. Research limitations/implications – The present study is limited to SMEs in the service sector. The results are not suitable to be generalized to the manufacturing sector or larger organizations without further research. Practical implications – This study would provide SMEs with a better understanding on KMPM and also a guideline to refer to when measuring their KM performance. Academics can use this study as a basic model to explore KMPM in SMEs and develop new measurement models. Originality/value – This study is believed to be the first that has scientifically developed and empirically tested the constructs that represent a comprehensive KMPM model tailored for SMEs.

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Section: Discussionmentioning

confidence: 96%

Section: An Overviewmentioning

confidence: 99%

Development and validation of knowledge management performance measurement constructs for small and medium enterprises

Lee

Wong

2015

Journal of Knowledge Management

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“…Focusing the study on SMEs, and in particular those in the service sector because of their impact on GDP, authors such as Dneprovskaya et al [26] highlight the need to use KM indicators to improve their efficiency, enhance their growth and the development of worker skills. However, researchers such as Lee and Wong [25] show that the works carried out in the big companies are not transferable to the SMEs, and therefore it is necessary to undertake adaptations such as those carried out by Chen and Miao [78] that integrate resources, processes and factors of KM with the four perspectives of the BSC.…”

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confidence: 99%

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

et al. 2021

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Many works highlight the importance and added value of Corporate Social Responsibility (CSR) in companies, as well as the role of Knowledge Management (KM) for their revitalization, but even more important is to ensure that all efforts and resources are aligned with the organization’s strategic objectives (Balanced Scorecard, BSC). The aim of this work is to integrate BSC, CSR and KM based on the results of two previous researches: one on BSC–CSR and the other on KM, both of a projective nature (description-action-contrast). The research carried out has made it possible to identify 45 KM indicators, 102 CSR indicators and their corresponding correlations with the strategic objectives and perspectives of the BSC. In addition, an Excel tool was designed and developed for SMEs that is customizable, intuitive and useful for decision-making, which allowed us to contrast the obtained results.

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Extracting the Performance Indicators Based on BSC Model for SMEs Residing in Technology Incubators

Shariat¹,

Ghanbari²,

Siadati³

et al. 2021

jstpi

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Knowledge Management for SMEs Based on the Balanced Scorecard

Cited by 3 publications

References 1 publication

Development and validation of knowledge management performance measurement constructs for small and medium enterprises

Development and validation of knowledge management performance measurement constructs for small and medium enterprises

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

Extracting the Performance Indicators Based on BSC Model for SMEs Residing in Technology Incubators

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