The evolution of business knowledge in SMEs: conceptualizing strategic space

Abstract

᭹ This paper develops a conceptualization of the way in which owner-managers in SMEs create strategic space. The term is defi ned as the time, resources, motivation and capabilities needed for owner-managers to refl ect on and review existing practices leading to learning, transformation and higher organizational performance. ᭹ The empirical data is based on a longitudinal study of 90 SMEs operating in six broad sectors. The analysis uses two statistical tests to examine links between 20 activities within these SMEs and their performance. ᭹The results identify strong links between two groups of factors and positive performance claims by owner-managers. Social attributes include work atmosphere, meetings and socializing. Structural attributes include training, knowledge structure, certifi cation, systems and procedures.

When moving information online diminishes change: advisory services to SMEs

“…This brings up some fundamental questions such as whether the advisory system is open to all, whether the advisory system should be open to all, and whether those who eschew advice are making reasoned choices. For example, if highly sophisticated clients find that the private consultants serve their needs better this is not necessarily a bad thing, nor is it a failure of policy (Jones et al 2008). …”

Introducing the Hoshin Kanri strategic management system in manufacturing SMEs

“…To accomplish this, assistance is focused on releasing time for continuous learning in top management teams (cf. Jones et al, 2007). In figure one this process is illustrated.…”

“…In the SME literature, the main focus thus far has been on either the existence of planning (measured as the existence of a written plan), or the relationship between formalized planning and performance (Mitchelmore and Rowley, 2013;Kraus et al, 2008), with few examples examining how strategy in SMEs is actually managed (cf. Jones et al, 2007). Moreover, it is argued that the vast majority of proposed strategic management systems are based on the rational-analytical model of planning, separating the thinkers (management) from the doers (operations) (Marksberry, 2011;Wolf and Floyd, 2013).…”

Human capital resources: a review and direction for future research

“…The ability of human resources to learn firm-specific skills (firm-specific HC) through learn-by-doing is in turn supplemented by increased learning capacity of the firm (Hatch and Dyer, 2004) and firm-level efficiencies. For example, managers having experience in a particular firm (tacit HC) may use organizational resources in an efficient and productive way and may save time and money for their employers resulting in improved overall financial performance (Jones et al, 2007;Crook et al, 2011). Therefore, it is asserted that the process of explicit/tacit HC creation is a function of organizational procedures.…”

“…Knowledge is created through a process called knowledge-sharing where the knowledge owner shares their knowledge with others through a form of messages or practices that are understood/matched by belief systems and experiences that people hold (Ipe, 2003). Once acquired, knowledge has to be shared with and disseminated to an increasing number of individuals (Liu et al, 2010) in order to create a collective knowledge base because it is the shared knowledge that has an impact on firm-level efficiencies (Jones et al, 2007). This line of enquiry has been empirically tested by Wang and Wang (2012) in a survey of 226 managers from 89 high technology firms.…”