Computer-Supported Knowledge Management in SME

Kramer, Frederik; Wirth, Markus; Jamous, Naoum; Klingner, Stephan; Becker, Michael; Friedrich, Julia; Schneider, Martin

doi:10.24251/hicss.2017.551

Cited by 9 publications

(3 citation statements)

References 15 publications

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“…All tools reviewed, for example, neglect "a method or concept to build and establish a knowledge sharing culture" and -in terms of the needs of SMEs -are "far from being mature in terms of research as well as market offering." The authors concur that "today's KM tools seem to be understood as 'managerial overhead' instead of compelling today's knowledgeable workers to actively share their knowledge" and call for "a more design and action-oriented future research agenda that takes theories derived from larger enterprises as well as prior KM research into account but focuses more on the necessary capabilities of tools to foster and establish a knowledge sharing culture in SME" (Kramer et al, 2017).…”

Section: Organizational Kms Versus Personal Kmsmentioning

confidence: 99%

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From Academic Design Science Research to Start-up: Building a Digital Platform Ecosystem to Promote a Sustainable Knowledge Co-Creating Community

Schmitt

2023

ECMLG

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As the new digital era is accompanied by accelerating change, people as well as institutions need to adapt and transform. Crucial for their success is how well leaders can cultivate the absorption and sharing of knowledge as a resource and its integration into the organisational endeavours. Innovative system designs may prove vital to providing crucial support. Based on a prior academic design science research project and published outputs, a recently established start-up aims to create a digital community platform for knowledge co-creation to serve members with diverse ambitions and potentials in their personal and collaborative contexts. The digital platform ecosystem follows a novel knowledge management approach by favouring personalization, mobility, generativity, and entropy reduction. How to sustainably address the inherent system complexities and scaling needs in an entrepreneurial environment known for short iterative cycles of minimum viable developments have proven to be an expected challenge, closely followed by the limited power of academic detail and lingo to create enthusiasm in start-up spaces where attention slots are measured in pitch decks and elevator rides. This paper looks at this particular case and at the lessons learnt in the transition phase from academia to a business incubation space and, hence, aims to contribute to the discourse between scholars, practitioners, and clients on how digital entrepreneurship and innovation spaces may be best served for mutual benefit.

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Section: Organizational Kms Versus Personal Kmsmentioning

confidence: 99%

“…Share of application system class support (in%): Search (65); Groupware (59); Data mining (53); Filtering (44); Document Management (38+12); Virtual Teaming (26+3); Workflow Management (21); Wiki (6+15); Data Warehouse (15); Tagging (12); Chat (12); Weblog (12); Skill Management (3); (Video-)Conferencing (0+3); Telephony (0)(Kramer et al, 2017).…”

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confidence: 99%

From Academic Design Science Research to Start-up: Building a Digital Platform Ecosystem to Promote a Sustainable Knowledge Co-Creating Community

Schmitt

2023

ECMLG

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“…SMEs may refer to or even copy the existing experience of large companies in the implementation of knowledge management system, which will lead to poor KM effect and low knowledge utilization [ 7 ]. Moreover, SME-related KM tools do not address KM in a holistic managerial way [ 18 ]. The aforementioned challenges can be attributed to the inadequacy of a robust knowledge management system within SMEs [ 19 ].…”

Section: Introductionmentioning

confidence: 99%