Knowledge Management Toolkit for SMEs

Fink, Kerstin; Ploder, Christian

doi:10.4018/978-1-60566-060-8.ch065

Cited by 5 publications

(5 citation statements)

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“…Examples of organization-level antecedents that lead to KS, KT, or KE include organizational culture, concrete sharing mechanisms, effective communication (Cantú et al 2009), workplace training and coaching (Keogh et al 2000), advice networks, and the proximity of the knowledge holder (Hughes et al 2009). Keogh et al (2000) and Fink and Ploder (2009) highlight how SME information technology enable the dissemination of knowledge to, and between employees. Examples of positive consequences of KS, KT, or KE for SMEs include improvements in operations, customer perceptions, communication, and general performance (Shelton, 2001).…”

Section: Cluster 2 -Behavioral and Relationship-oriented Antecedents Of Ks/kt/ke In Smesmentioning

confidence: 99%

Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

Anand

Muskat

Creed

et al. 2021

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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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Section: Cluster 2 -Behavioral and Relationship-oriented Antecedents Of Ks/kt/ke In Smesmentioning

confidence: 99%

Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

Anand

Muskat

Creed

et al. 2021

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“…Hence, many SMEs are put off adopting specialist BI solutions. Moreover, while there are numerous studies reporting successful adoption and utilization of BI amongst large organizations, reports on similar successful stories amongst SMEs are uncommon [5]. To promote the uptake of BI solutions amongst SMEs, more needs to be done to raise the awareness of the benefits BI can bring to SMEs and more effort needs to be placed on overcoming the initial challenges faced by SMEs when adopting specialist BI solutions.…”

Section: Bi In Smesmentioning

confidence: 99%

Empowering SMEs to Make Better Decisions with Business Intelligence: A Case Study

Raj¹,

Wong

Beaumont

2018

Communications in Computer and Information Science

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With the advance of Business Information Systems (BIS), irrespective of the size, companies have adopted an approach to electronic data collection and management for two decades. The advancement in technology means they have in their possessions large volumes of historical data. Large organizations have cached on this and use a range of tools and techniques to leverage the usefulness of this information to make more informed business decisions. For most small and medium-sized enterprises (SMEs), however, such data typically sits in an archive without being utilized. While SMEs appreciate the need for utilizing historical data to make more informed business decisions, they often lack the technical knowhow and funding to embrace an effective BI solution. In this paper, drawing from our experience in implementing a BI solution for a UK SME we discuss some potential tools and strategies that could help SMEs overcome these challenges so as to reap the benefits of adopting an effective BI solution.

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“…KM is very important in companies independently of their size (Park et al , 2013), and it is a critical area for managers of SMEs in the competitive environment (Evangelista et al , 2010); KM may provide small firms new tools for survival, growth and maintaining a sustainable competitive advantage (Omerzel and Antoncic, 2008); however, little empirical studies have been conducted to identify the factors influencing KM adoption in SMEs (Fink and Ploder, 2009).…”

Section: Introductionmentioning

confidence: 99%

A methodological proposal to benefit from team knowledge

Perez-Soltero

Galvez-Leon

Barceló-Valenzuela

et al. 2016

VJIKMS

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Purpose This paper aims to propose a methodology to develop an organizational memory to benefit from team knowledge and to make the design of electromechanical devices processes more efficient. Design/methodology/approach Different frameworks and methods were analyzed from literature, obtaining key ideas to be included in the methodology developed and considering other approaches to apply in team knowledge about design processes. The research was conducted as a case study in a Mexican small and medium-sized enterprises dedicated to the manufacturing and installation of electromechanical devices where the methodology was implemented. Findings A five-stage methodology was developed which consisted of preparation, identification, capture & storage, dissemination & application and finally the evaluation & feedback stage. An implementation of the described processes was carried out, which was materialized into a technological tool that represents the organizational memory where knowledge was captured, organized and disseminated. Practical implications This study offers guidelines that can be applied in other organizations where team knowledge on design processes have not been adequately used for company’s improvement. The application of this methodology could be a strategy that enabled team knowledge to store their experience. This knowledge could then be consulted and recovered by the workgroup in an effective manner to solve new problems. Originality/value A methodological proposal to develop an organizational memory about team knowledge was developed. To evaluate the impact of the methodology implementation, a variety of indicators were proposed, which were classified as economic, organizational and performance indicators.

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Knowledge Management Toolkit for SMEs

Cited by 5 publications

References 0 publications

Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

Empowering SMEs to Make Better Decisions with Business Intelligence: A Case Study

A methodological proposal to benefit from team knowledge

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