The aim of this article is to present findings on knowledge management (KM) and knowledge creation, as well as open innovation in small and medium-sized enterprises (SMEs) in Iceland. Two SME company case studies are presented in the form of a case study involving semistructured interviews with managers and selected employees and in-field observation. Company Alpha is a software company, whereas Company Beta is a family company which produces drinks and snacks. Knowledge creation and innovation is a learning process in both companies. The two companies show very different openinnovation models in practice. The findings regarding the two companies are in accordance with the arguments of Chiaroni et al., where they state that high-tech companies tend to prefer inside-out strategies of open innovation, whereas low-tech companies prefer outside-in strategies. Company Alpha relates to customers late in the process, whereas Company Beta relies on knowledge from customers and suppliers and for new knowledge early on in the process.

The paper presents insights into the knowledge creation process in three Icelandic knowledge-intensive small and medium-sized enterprises (SMEs). Data were obtained through a case study methodology. The findings indicate that the three knowledge-intensive companies use complex, non-routine knowledge to deal with complex problems. Often, practical problems are a starting point for new ideas and knowledge development. Brainstorming, collaboration, teamwork, informal and formal gathering and other knowledge creation activities are used in the knowledge creating process. The companies showed many characteristics of SMEs with little formal structure and strategies. The subject of knowledge creation has received little attention in the literature. Thus, the study responds to this situation by giving insights into the knowledge creation processes in knowledge intensive SMEs.

No abstract

No abstract

The paper presents insights into the knowledge creation process in three Icelandic knowledge-intensive small and medium-sized enterprises (SMEs). Data were obtained through a case study methodology. The findings indicate that the three knowledge-intensive companies use complex, non-routine knowledge to deal with complex problems. Often, practical problems are a starting point for new ideas and knowledge development. Brainstorming, collaboration, teamwork, informal and formal gathering and other knowledge creation activities are used in the knowledge creating process. The companies showed many characteristics of SMEs with little formal structure and strategies. The subject of knowledge creation has received little attention in the literature. Thus, the study responds to this situation by giving insights into the knowledge creation processes in knowledge intensive SMEs.