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PurposeThe purpose of this paper is to examine how knowledge and information is shared by small information and communication technology firms in Tunisia.Design/methodology/approachThe paper employs a comparative case study approach. This was intended to collect data that describe processes and also to elicit information about the reasons for these processes. The authors set the study in the context of a developing country.FindingsIt was found that information and knowledge is key to the operational success of these companies. Knowledge, and its application, is crucial to their competitive advantage. The companies have developed very useful internal systems for sharing information. They also have efficient methods for tapping into existing external knowledge. However, evidence was also found of immature national information sharing systems. The authors attribute this to the level of development in Tunisia and to the understandable attitudes of the firm owners.Research limitations/implicationsWhilst unable to generalise empirically beyond these cases, the authors can conceptually generalise that these processes are likely to be common in similar national contexts. The implication is then that developing countries such as Tunisia may need to invest more in creating knowledge hubs.Originality/valueThe paper contributes by describing knowledge sharing in a less well‐researched area. Conceptually, it offers an appreciation of how knowledge sharing works in less‐developed regions.

Purpose – The research aims to ask whether, in the absence of overarching innovative conditions, a small firm can have an innovative culture and what its scale and scope is. Design/methodology/approach – The study employs four exploratory case studies. This methodological choice is justified in that a case study approach allows the use of the existing literature without inhibiting the detection of any unique characteristics in the Tunisian context. This context of a developing economy is likely to be different from established economies. Findings – The study finds evidence of a learning environment within the firms and a good fit with the concepts of an innovative culture. Internal knowledge sharing is evident for all companies. However, this culture faces inwards, so that the paucity of linkages and weak socialisation combines with institutional thinness to isolate the firms. Local competitive advantages are not amplified but rather are dampened by the relative absence of interaction. Research limitations/implications – Most research about innovation in the ICT sector is conducted in the context of developed countries. This paper shows the specificities and uniqueness of innovation culture in the context of a developing country. Practical implications – The findings imply that despite recent improvements, Tunisia lacks many of the regional “institutions” that produce the synergic benefits of an innovative milieu. Originality/value – The context of a developing country is novel. The value of the findings may, however, be extended to other similar countries. This is important given the role of ICT in “catching up”.

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