Knowledge management in SMEs: a follow-up literature review

Durst, Susanne; Eðvarðsson, Ingi Rúnar; Foli, Samuel

doi:10.1108/jkm-04-2022-0325

Cited by 24 publications

(15 citation statements)

References 215 publications

(335 reference statements)

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“…Incorporating KM as a mediator in the model, particularly in the context of SMEs in the manufacturing sector of a developing country, advances our understanding by providing critical empirical insights that can assist SME owners and managers in evaluating the impact of ECs on SP. While McAdam and Reid (2001) posited that KM primarily evolved for large organizations, Durst et al (2023) indicated that KM has recently found its place in various types of organizations, including SMEs. These organizations are encountering novel challenges such as transboundary crises, exemplified by threats that effortlessly transcend geographical and policy boundaries, as seen in events like COVID-19.…”

Section: Discussionmentioning

confidence: 99%

“…These organizations are encountering novel challenges such as transboundary crises, exemplified by threats that effortlessly transcend geographical and policy boundaries, as seen in events like COVID-19. These crises not only underscore the heightened significance of KM but also demand a fresh comprehension of knowledge resources, possibly necessitating a redefinition (Durst et al , 2023).…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, studying KM in small businesses is highly important (Durst and Runar Edvardsson, 2012), given the importance of knowledge to company studies. In doing so, we respond to Durst et al ’s (2023) call for further investigation of this topic.…”

Section: Introductionmentioning

confidence: 97%

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Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Al Koliby,

Mehat,

Al-Swidi

et al. 2024

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Purpose By combining relevant literature and using quantitative methodology, this study aims to look into the role of knowledge management (KM) as a mediator between entrepreneurial competencies (ECs) and the sustainable performance (SP) of manufacturing small and medium-sized enterprises (SMEs). Design/methodology/approach The relationships in the proposed model were examined with data collected from 122 Malaysian SMEs using a cross-sectional technique and a standardized questionnaire and analyzed using structural equation modeling path analysis. Findings According to the findings, ECs have a positive and considerable impact on KM as well as the SP of manufacturing SMEs. Importantly, KM partially mediates between ECs and the SP of manufacturing SMEs. Research limitations/implications This research provides a theoretical contribution through the integration of ECs, KM and SP within a unified framework that takes into account the viewpoints of the resource-based view, the knowledge-based view and the triple bottom line. The results corroborate that ECs directly affect SP and indirectly through KM. Nevertheless, the study’s use of cross-sectional survey data makes it impossible to draw conclusions about causes. This is because ECs, KM and SP all have effects on time that this empirical framework cannot account for. Practical implications The findings of this research provide valuable insights for managers and decision-makers in SMEs, who are expected to show an increasing interest in adopting KM processes into their companies through which ECs can be translated into SP. Social implications By applying the proposed framework, SMEs can conduct their activities in ways that do not harm environmental and societal well-being while achieving appropriate economic performance at the same time. Originality/value As a result, the findings of this study can add to the literature on ECs and KM, as well as boost the chances of SME sustainability. Directions for future research are also provided in relation to a better understanding of the factors affecting the SP of SMEs.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Al Koliby,

Mehat,

Al-Swidi

et al. 2024

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“…Knowledge management capabilities, which have fundamentally dynamic characteristics, have a positive impact on product/process innovation by capturing necessary knowledge from a firm's internal and external sources and converting it into productive outcomes [41,42]. Knowledge management can promote the creation of new ideas and ultimately improve R&D performance by facilitating the exchange and sharing of knowledge necessary for R&D [43]. Dynamic knowledge management capabilities interact closely with the learning process and play an important role in internalizing new knowledge obtained through R&D [44].…”

Section: B Randd Failure and Survival Of Smesmentioning

confidence: 99%

The Effect of the Commercialization Failure of SMEs’ R&D on Survival

Yoo,

Jung

2024

IEEE Trans. Eng. Manage.

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While the cases of small and medium enterprises (SMEs) that succeeded in research and development (R&D) have been relatively well known and studied, there has not been sufficient research on cases of R&D failure and the consequent costs. Based upon the resource-based view, we hypothesized that commercialization failure of SME's R&D would be more severe for smaller firms lacking resources and dynamic capabilities, leading to early business closure. We analyzed 2,038 formal R&D projects implemented by South Korean SMEs with the support of a public subsidy program. We found that if an SME that implemented the R&D project failed to commercialize the outcomes of the R&D, the probability of business closure within 5 years after the completion of the project is 72% higher than if it succeeded. We also found that the commercialization failure increases the risk of business closure, particularly for smaller firms, due to a significant slowdown in sales growth. Our findings underscore the importance of the R&D planning strategies for SMEs and the need for funding agencies to improve their program segmentation and beneficiary selecting process.

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“…This study will look into the relationship between an organization’s learning culture and SCR and supplier trust’s role in that relationship before and during a pandemic. Durst et al (2023) provided a framework for understanding the development of KM practices in SMEs by reviewing the various research streams and subjects in this area. Ting et al (2021) investigated the effect of KM on a firm’s innovative performance and the moderating effect of transformational leadership on this connection.…”

Section: Introductionmentioning

confidence: 99%

Linking supply chain resilience with knowledge management for achieving supply chain performance

Mukherjee,

Nagariya,

Mathiyazhagan

et al. 2023

JKM

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Purpose Supply chain (SC) and knowledge management (KM) have been studied; still, there is a need to understand how KM can be used for SC resilience and improving the firm’s performance. The purpose of the paper is to study and analyze SC resilience strategies based on KM processes to enhance SC performance considering six SC strategies: SC reengineering, collaboration, SC innovation, SC integration, SC agility and SC risk management. Design/methodology/approach By adopting the dynamic capability theory, the empirical research is conducted on a sample of 312 Indian micro, small to medium enterprises. To evaluate 312 samples, the structural equation modeling approach is adopted. Findings The study found a is a positive relationship between SC reengineering, SC collaboration, SC integration, SC agility, SC risk management and KM. Nevertheless, the relationship between SC innovation and KM is not significant. This study also found the mediating effect of KM on SC performance, and the results shows that SC reengineering, SC collaboration, SC agility and SC risk management are having complementary mediation, while SC innovation and SC integration did not show any mediation. Originality/value This is the only research that integrates resilience strategies and KM for improving SC performance. Using KM, SC reengineering will improve SC performance by enhancing readiness and recovery strategies to avoid SC disruption. KM will improve SC collaboration. It will enhance the SC process’ overall visibility, transparency and so on. Agility leads to increased speed, visibility and flexibility, which aids in dealing with uncertainty in the environment. SCRM entails investments and additional resources (such as equipment and labor) to navigate uncertainty and risks in the SC and improve SC performance.

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Knowledge management in SMEs: a follow-up literature review

Cited by 24 publications

References 215 publications

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

The Effect of the Commercialization Failure of SMEs’ R&D on Survival

Linking supply chain resilience with knowledge management for achieving supply chain performance

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