Knowledge Management In Small Firms Research Articles

Knowledge management in SME networks

The objective of this paper is to investigate the role of knowledge management (KM) in networks participated by small firms. To achieve this objective, the literature on KM in small firms has been reviewed. A research question has been defined and addressed through a questionnaire survey conducted in a small firms network. The findings indicate that the surveyed companies perceive the strategic value of KM and adopt several systems even if its adoption is constrained by a number of barriers. The results suggest that firms investigated need to adopt advanced KM systems to manage knowledge more effectively at network level. The evidences also indicate that the surveyed firms are willing to adopt a platform supporting the sharing and exchange of knowledge in the network with a positive impact on innovation processes and the exploitation of market opportunities. The paper outlines some managerial implications as well as avenues for further research.

Learning, innovation and firm performance: knowledge management in small firms

This study aims to examine the relationships between managerial learning as a facet of knowledge absorption (KA), firm innovation as a facet of knowledge exploitation (KE), and performance of small firms (i.e., firms with fewer than 50 employees). It builds on the knowledge-based view of the firm and the upper echelons theory to describe the effects of KA on KE, and that of KE on firm performance, in the small-firm context. Using survey data of 1441 small firms in New Zealand, the study applies a partial least squares approach to structural equation modelling to test the main hypotheses of the study. The main findings show the positive and significant effects of three types of managerial learning, namely, practice-based, proximal, and distal learning, on innovation and on innovation in firm performance. However, the curvilinear relationships suggest rather that the effects are finite and, potentially, confounded by factors unaccounted for in the models.

Knowledge management in law firms in Botswana: Some lessons for small law firms

This article investigates the challenges to knowledge management in small law firms in Botswana and suggests some lessons for enhancing knowledge management. The growing literature on knowledge management has focused largely on insights into its use in large law firms. There is very little writing on techniques of enhancing knowledge management in small law firms. Although large firms may be seen as logical users of sophisticated knowledge management systems, there is an increasing need for small firms to capture and intelligently exploit their knowledge.This is because in the knowledge economy, these firms continue to play a major role in generating gross income and in enhancing economic development. However, not much attention has been given to knowledge management in small firms. This research uses open- and closed-ended questionnaires, semi-structured interviews and a literature review to contribute to the body of knowledge on knowledge management in small firms and promote an awareness of its use amongst small law firms. It also suggests techniques for enhancing knowledge management in small law firms. There is a paucity of research in the use of qualitative and quantitative approaches in understanding knowledge management in small firms.

Knowledge management in small firms

All companies that wish to stay competitive have to develop their ability to maintain, improve, organise, use and reuse the employees' knowledge, tangible as well as intangible. Knowledge management has become a very important management tool. Although still open to several interpretations, it is possible to identify two main strategies for practicing knowledge management: codification and personalisation. Knowledge management is in this paper discussed from both perspectives in relation to case studies in small manufacturing firms. Results from this ongoing research project show that there are obstacles for using either of these strategies in small firms.

Knowledge management in small firms

AbstractThis paper discusses features of small firms that combine to constitute a different milieu for knowledge management. It reports upon work conducted with many small firms and presents a model of considerations and phases in knowledge management projects in small‐firm settings. Copyright © 2001 John Wiley & Sons, Ltd.