Abstract
ABSTRACT The aim of this study is to survey the knowledge management tools and processes of family businesses. It compares theoretical models and their recommendations with the knowledge managements systems as established in German family firms. The focus of the empirical study is on the barriers and enablers of knowledge management as well as the moderating role of “familyness“. The findings show that many family firms do not use their full potential when it comes to the management of their collective knowledge base. Some aspects of their familyness influence the way in which they acquire, use und produce new knowledge positively. However, decision-makers inside the company are frequently not aware of this advantage. Especially the CEOs of small and middle-sized family businesses who are family members often lack a clear knowledge management strategy and do too little to improve knowledge processes in their companies. The findings reveal that bigger family firms manage their knowledge base much better than small and medium-sized ones.
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