Knowledge management approaches of small and medium-sized firms: a cluster analysis

Vlad Andrei Alexandru,Marco Paiola,Andreia Gabriela Andrei,Malgorzata Zieba,Elena-Mădălina Vătămănescu,Juan Gabriel Cegarra-Navarro,Enrico Scarso,Aurora Martínez Martínez,Ettore Bolisani

doi:10.1108/k-03-2019-0211

Abstract

PurposeThis paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small- and medium-sized enterprises (SMEs) having different characteristics.Design/methodology/approachA cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small- and medium-sized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors.FindingsThree clusters were identified: Companies showing a relative “unconscious” attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM.Research limitations/implicationsThis study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used.Practical implicationsThis paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices.Originality/valueThe topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multi-contextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.

Highlights

The challenges of today’s economy imply a redefinition of companies and their relationships with clients, suppliers and business partners
The variable “number of adopted knowledge management (KM)-related practices” indicates the number of practices adopted by the company and assumes a value between 0 and 10, while the variable “barriers to the use of the practices” is the sum of the importance given to six different barriers
The remaining variables (i.e. “presence of employees devoted to KM, “knowledge types and sources have been identified”, “acquaintance with KM concepts and applications” and “voluntarism in using KM-related practices”) range between 1 and 6, where 6 means that the related aspect is at its maximum

Summary

Introduction

The challenges of today’s economy imply a redefinition of companies and their relationships with clients, suppliers and business partners. On the other hand, exploiting and protecting the competencies developed internally is, as well, crucial. All this means that companies need to approach knowledge management (KM) appropriately. After more than two decades of research in KM, there is no consensus among scholars or practitioners on a universal or “best” approach to KM for all organisations, especially in the case of the smaller companies (Greiner et al, 2007). There is still the need to achieve better understanding on this point and, to single out different possible KM approaches and their traits. There is still the need to achieve better understanding of this issue and, to investigate the different possible KM approaches that companies can adopt

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Conclusion