Examining the factors influencing knowledge management system (KMS) adoption in small and medium enterprises SMEs

Shrafat, Fayiz

doi:10.1108/bpmj-10-2016-0221

Cited by 39 publications

(45 citation statements)

References 170 publications

(181 reference statements)

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“…Abubakar et al (2017) added that "knowledge management involves several elements like human resources practices, technology, culture and organizational structures; which makes it a meticulous approach toward the optimization of a firm's knowledge economy as well as innovations" (pg.13). Implementation of KMS is not just a technological concern but also involve human factor (Shrafat, 2017). Which could be translated into knowledge-based HRM practices.…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge-based HR Practices and Innovation in SMEs

Al-Tal

Emeagwali

2019

Organizacija

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Background and purpose: Recent reviews of the human resource management (HRM) literature continue to position knowledge management and intellectual capital as the key determinants for competitiveness, productiveness and organizational performance. This article explores the nexus between knowledge-based HRM practices, knowledge management capacity, intellectual capital, product and process innovation in small and medium-sized enterprises (SMEs). Design/Methodology/Approach: Data were gleaned from 250 registered SMEs in Jordan using a simple random sampling technique. A covariance structural equation modelling (CB-SEM) was deployed in testing the proposed research model. Results: The findings cast light on the positive influence of knowledge-based HRM practice of SMEs on SMEs knowledge management capacity, intellectual capital and, product and process innovation. Similarly, knowledge management capacity SMEs exerts positive impact on their intellectual capital and, product and process innovation. Intellectual capital also emerges as a strong predictor for SMEs product and process innovation. Finally, a serial indirect effect (mediation) of knowledge management capacity and intellectual capital on the relationship between knowledge-based HRM practice of SMEs and, product and process innovation were revealed. Conclusion: Knowledge-based HRM practices and innovation have received vast amount of research attention, yet there is a lack of understanding on the process by which the former leads to the latter. Drawing on knowledge-based view (KBV) theory, this study is among the first attempts to unveil the structural process between knowledge-based HRM practices and innovation through knowledge management capacity and intellectual capital. This study theoretically validated the KBV framework in a non-Western context and demonstrate the importance of knowledge-based HRM practices for SMEs innovativeness. The findings do not only provide useful insights for managers and scholars, but also serve as the building block for future research.

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Section: Literature Reviewmentioning

confidence: 99%

Knowledge-based HR Practices and Innovation in SMEs

Al-Tal

Emeagwali

2019

Organizacija

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“…Hitherto, the research on KM has been conducted extensively, however mainly focuses on LEs, there is an obvious insufficiency of research on key KM elements in MEs (Shrafat, 2018;Massaro, et al, 2016;Serenko, 2013;Durst and Edvardsson, 2012). Due to the existence of resource constraints faced by MEs as well as the differences of MEs to LEs (Shrafat, 2018;Brink and Madsen, 2015;Cohen and Kaimenakis, 2007;Durst and Edvardsson, 2012), the KM approaches in MEs may have their own characteristics and be different from that in LEs in the content, implementation form and suitable industrial settings, which deserve an extensive exploration (Shrafat, 2018;de Guimarães, et al, 2018;Massaro, et al, 2016;Durst and Edvardsson, 2012). Nevertheless, in this research for a concentrated investigation and also due to the salient importance of manufacturing MEs (Pitelis and Antonakis, 2003), the authors do not focus the research on KM as a whole entity and in a full industrial spectrum of MEs; instead they explored a main element of KM -knowledge identification and only in manufacturing MEs and focusing on QI as a general background context.…”

Section: Knowledge Management (Km) Issues In View Of Mesmentioning

confidence: 99%

“…Many MEs have been committed towards implementing appropriate QI strategy to pursue operations excellence (Kumar, et al, 2016). While due to the diversity of MEs themselves and their difference to the large enterprises (LEs), and also owing to organisation size's heavy impact on the processes of KM (Shrafat, 2018), as well as a common situation faced by MEs -resources constraint, not all the currently existing knowledge of QI strategies and techniques (majority of which are with a focus on LEs) is suitable for or can be applied by MEs (de Guimarães, et al, 2018;Brink and Madsen, 2015;Durst and Edvardsson, 2012); therefore, MEs strongly need to know exactly what QIK is relevant to them and why, and more importantly how to obtain it or create new QIK in case of not currently existing, all these can be realised through QIK identification. However currently there is a dearth of theoretical comprehension on QIK identification issues to guide the MEs' practice for realising the aforesaid need; a circumstance as such highlights that it is highly necessary to explore the QIK identification, which is an important part of MEs' business operations (Centobelli, et al, 2019;Massaro, et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Knowledge identification in medium-sized enterprises under the context of quality improvement – an exploration in manufacturing companies in China

Wang

Mao

Hong

et al. 2020

Production Planning & Control

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As a fundamental element of knowledge management (KM), knowledge identification is a crucial issue in contemporary business organisations. As evidenced by research, medium sized enterprises (MEs) contribute constructively and significantly to economic development, society stabilisation and employment increase. Their healthy survival and growth are of critical importance to a nation. Among the approaches ensuring the successful development of MEs, quality improvement (QI) is a crucial one. However, what is and how to identify the knowledge most relevant to the MEs' QI, the drives and sources for identifying the QI knowledge (QIK) as well as the underpinning rationales, are currently lacking of sufficient exploration. A research focusing on these issues has been strongly emphasised by literature and attested by this research itself of its meaningfulness. Through analysing empirical data collected and attested by a combination of firstly semi-structured interview, focus group following a case study strategy and then a structured interview, this exploratory research has obtained and prioritised the up-to-date answers to these questions, leading to the enrichment of the theoretical understanding of KM approaches in operations with a consideration of quality management. Real world MEs can rely on these findings as a guidance to obtain, select and apply appropriate QIK for their operations performance improvement. The findings can also be referential for knowledge identification and application in view of QI in other type business organisations.

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“…Previous studies also showed that various managerial processes and tools employed by businesses to promote innovation have an impact on their level of innovation. Therefore, it was decided to add the following control variables: Business activity aimed at acquiring external knowledge (Caloghirou et al 2004;Harel et al 2019b); external collaborations for innovation purposes (Harel et al 2019b;Kaufmann and Schwartz 2008;Kaufmann and Schwartz 2009;Öberg and Alexander 2018;Stanko et al 2017); managerial processes for utilizing knowledge (Ahluwalia et al 2017;Caloghirou et al 2004;Harel et al 2020a;Shrafat 2018); and an organizational culture that encourages innovation (Harel et al 2020b;Skarzynski and Gibson 2013;Terziovski 2010).…”

Section: Research Variablesmentioning

confidence: 99%

Funding Access and Innovation in Small Businesses

Harel

Schwartz

Kaufmann

2020

JRFM

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The study examined the extent to which lack of access to external funding constitutes a barrier to innovation for small businesses operating in traditional industries. The findings indicate that, these businesses do not view lack of access to funding as a barrier to innovation for any of the four types of innovation: product, process, marketing, or organizational. However, for most of the innovations they promoted, the levels of innovation were relatively low, and which naturally entails relatively low risk to businesses. The findings also indicate that, there is a relationship between product and marketing levels of innovation and lack of access to external funding. The study’s contribution lies in its focus on small businesses operating in traditional industries—businesses which though, essential to economic growth, have garnered less separate attention in the innovation sphere. The study points to a vicious circle in which these businesses do not promote innovation at high levels that would advance their own competitive advantage and require external funding. Because this funding is not within their reach, they continue promoting low-level innovation, and so on and so forth. The study may practically contribute by assisting policymakers as they draw plans dedicated to supporting innovation in small businesses.

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Examining the factors influencing knowledge management system (KMS) adoption in small and medium enterprises SMEs

Cited by 39 publications

References 170 publications

Knowledge-based HR Practices and Innovation in SMEs

Knowledge-based HR Practices and Innovation in SMEs

Knowledge identification in medium-sized enterprises under the context of quality improvement – an exploration in manufacturing companies in China

Funding Access and Innovation in Small Businesses

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