Abstract
Knowledge management (KM) is a core competency that determines the success of small and medium-sized enterprises (SMEs) in this knowledge-based economy. Instead of competing on the basis of physical and financial capital, the success of SMEs is influenced by the knowledge, experience and skills of the owners and its employees. Unfortunately, many SMEs are still struggling with KM implementation due to lacking a comprehensive KM framework. This study aims to identify enablers for KM success and build up a framework for KM implementation in service and product oriented SMEs. By using multiple research methods, this study collects data from SMEs in Taiwan to prove our suggested enablers and reference KM framework. The suggested framework can provide useful assistance and guidance for holistic KM solutions. The K-object concept, which adopted the XML standard, may become a significant managerial and technical element in the KM practice. The enhanced KM framework mandates every employee’s participation in knowledge activities, not just some elite knowledge workers. The findings provide useful implications for researchers and practitioners by providing useful templates for implementing KM initiatives in different industries and more comprehensive framework for KM implementation in different types of SMEs.
Highlights
Small and medium-sized enterprises (SMEs) are often referred to as the backbone of the economy as they provide the source for jobs and social cohesion
Looking at the knowledge management (KM) implementation purposes, managing knowledge resources is considered the main objective of pursuing KM in business operations
All of 43 SEMs believe that KM implementation will enable the companies to gain competitive advantages
Summary
Small and medium-sized enterprises (SMEs) are often referred to as the backbone of the economy as they provide the source for jobs and social cohesion. According to the Economic Ministry’s 2011 SMEs. White Paper, in Taiwan, SMEs represent around 97% of all enterprises, contributing up to 60% of GDP, 78% of the total employment and 17% of the total exports of the country. Compared to the heavy investment in knowledge management (KM), the return seems far from satisfactory. Most KM projects do not hit their stated goals and objectives, with the failure rate of knowledge management projects at close to 70% [4,5]. According to the survey conducted by International Data Centre Taiwan (2006) [6], 96% of firms see KM as an important management tool; only 15% of firms identified the value-production of knowledge in order to reach a decent level
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