Digital entrepreneurship: towards a knowledge management perspective

Abstract

Purpose This study aims to present the critical role of knowledge management in digital entrepreneurship by reviewing the literature and proposing future research directions for digital entrepreneurship and knowledge management through an interdisciplinary framework. Design/methodology/approach This study uses the Derwent Data Analyzer to identify and visualise the extant studies on digital entrepreneurship. This study qualitatively analyses the hot topics and trends in digital entrepreneurship research to understand digital entrepreneurship from the knowledge management perspective. Findings The authors found two dominant trends in existing research: logical and development trend exploration at the theoretical background and empirical research at the practical dimension. To understand digital entrepreneurship from a knowledge management perspective, the authors summarised the theoretical logic and internal and external reasons why knowledge management is required in digital entrepreneurship. Moreover, the authors analysed the new features of digital entrepreneurship under five aspects: management concept, object, content, scope and focus. The authors concluded that existing research on integrating knowledge management and digital entrepreneurship is primarily conducted from three perspectives: technology, platform and ecosystem. Originality/value This study provides an in-depth analysis of digital entrepreneurship from a knowledge management perspective. The findings can further promote the theoretical research and practical development of digital entrepreneurship and knowledge management. This approach provides a new direction for interdisciplinary study and enriches entrepreneurship research. In addition, this study proposes a knowledge management framework for digital entrepreneurship research. The findings contribute to understanding the role and function of knowledge management in digital entrepreneurship.

Proactiveness, knowledge management capability and innovation ambidexterity: an empirical examination of digital supply chain adoption

“…Interestingly, while past research has confirmed the significant impact of KMC on digital innovation adoption (Al-Dmour et al, 2021;Bhatti et al, 2021;Liu et al, 2023), the present study's findings revealed that KMC appeared to exhibit no significant influence on DSC adoption despite its significant effect on innovation ambidexterity. A plausible interpretation may be associated with the new technology's learning curve.…”

“…, 2021; Bhatti et al. , 2021; Liu et al. , 2023), the present study's findings revealed that KMC appeared to exhibit no significant influence on DSC adoption despite its significant effect on innovation ambidexterity.…”

“…This circumstance prompted the organisation to embrace greater strategic risk, ultimately yielding strategic advantages. Despite contributing to the adoption of various digital technologies, such as e-commerce (Xin et al, 2022), fintech (Cojoianu et al, 2021;Singh et al, 2020), Industry 4.0 (Agostini and Nosella, 2020;De Bem Machado et al, 2022), and digital entrepreneurship (Liu et al, 2023), empirical evidence concerning understanding the role of knowledge management capability and relevant determinants of DSC adoption is still developing.…”

“…, 2020), Industry 4.0 (Agostini and Nosella, 2020; De Bem Machado et al. , 2022), and digital entrepreneurship (Liu et al. , 2023), empirical evidence concerning understanding the role of knowledge management capability and relevant determinants of DSC adoption is still developing.…”

The Effect of AI Technology, Innovation Readiness, and Digital Entrepreneurship on Competitive Advantage in Start Up in Jakarta

“…Research shows that startups implementing digital entrepreneurship exhibit traits such as agility, customercentricity, and rapid iteration, which position them to excel in the competitive digital economic landscape [26]. This approach aligns with the evolving nature of entrepreneurship, where digital tools and online communities play a critical role in shaping entrepreneurial behaviour and value creation [27], [28]. By harnessing the power of digital technologies, startups in Jakarta can unlock new opportunities, penetrate untapped markets, and differentiate themselves from traditional competitors.…”