Generation and transfer of knowledge in IT‐related SMEs

Zapata-Cantú, Laura; Criado, Josep Rialp; Criado, Alex Rialp i

doi:10.1108/13673270910988088

Cited by 66 publications

(17 citation statements)

References 37 publications

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“…The framework of analysis was primarily based on transaction cost analysis, and tended to neglect the salient features of the nature of knowledge as an intangible resource and the difficulties of assessing its value. Works that have addressed the more complex issues of non-technology transfers and the more intangible aspects of knowledge and value include Inkpen and Beamish (1997), Choi and Lee (1997), Spencer (2000), Millar (2008), Zapata et al (2009 and Yigitcanlar (2009). The intangible nature of knowledge raises the fundamental issues of social and community identity and reputation in knowledge based transactions.…”

Section: Knowledge and Social Science Researchmentioning

confidence: 99%

Development and knowledge resources: a conceptual analysis

Millar

Choi

2010

Journal of Knowledge Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this conceptual paper is to provide a typology of governance structures (three were identified) that offers an integrated approach to understanding knowledge as a global resource and facilitates research on the growing competition for knowledge resources between multinational corporations (MNCs) from developing and developed economies in this twenty-first century.Design/methodology/approach -The paper analyzes and structures the social science research on the importance of knowledge as a resource and the role of MNCs in the knowledge creation and dissemination process. Second, the global debate on globalization, economic inequalities and economic development, the role of the state and international public policy, and the nature of international political economy and collective action was discussed. Third, a typology of three governance structures was introduced.Findings -The paper provides a three-fold typology of governance structures, exchange, gifts and entitlement, to clarify knowledge as a resource in international business and development research.Social implications -The continuing prominence of MNCs in the context of the up and coming MNCs from the developing world will make the analysis of knowledge as a resource even more fundamental.Originality/value -The integrated approach to the literature of economics, social sciences, anthropology, IB, and the formulation of a typology of governance structures for global knowledge resources MNCs from developed and developing economies are competing for, against a general framework for understanding the nature of knowledge resources and their role in development, especially on how knowledge resources can be created, governed, distributed and exchanged, has not been provided as yet -hence the value of this paper. has shown that the uncertainty of whether the other party will fulfil obligations and expectations is a major issue in global environments. Thus in today's global, diverse and cross cultural setting, where there is difficulty in assessing the intentions and future behavior of the other party, the intangibility of knowledge in terms of value and measurement would magnify such complexities. This imp...

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Section: Knowledge and Social Science Researchmentioning

confidence: 99%

Development and knowledge resources: a conceptual analysis

Millar

Choi

2010

Journal of Knowledge Management

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“…Since, in most cases, the relevant external knowledge presents itself in a complex and poorly coded form, this capability is important because it plays a leading role in the company's ability to understand the value of that external knowledge and to recombine it with its existing knowledge base. Cantú, Criado, & Criado (2009) note that large companies typically rely on systematic mechanisms to manage knowledge-based resources, while SMEs still need to understand their knowledge and how to explore and share it to improve competitiveness. Moreover, large companies usually have more management structures, more sophisticated routines, and more resources to invest in R&D, while SMEs rely heavily on the technical and industrial experience of the company owner to develop AC, which in turn affects the innovation performance of SMEs (Wang, Wang, & Horng, 2010).…”

Section: Introductionmentioning

confidence: 99%

Does the Size Matter for Dynamics Capabilities?: A Study on Absorptive Capacity

Alves

Salvini

Bansi

et al. 2016

Journal of Technology Management & Innovation

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The objective of this study is to understand how organizational size influences dynamic capabilities in Brazil. To arrive at this understanding, structural equation modeling analysis was performed using the Brazilian Innovation Survey (PINTEC) database to test for differences between SMEs and large companies in respect to the relationship between absorptive capacity (AC) dimensions and innovation performance. The results show that in large companies, Potential AC and Realized AC impact innovation performance, whereas in small and medium-sized enterprises (SMEs), only Realized AC has an influence. In addition, SMEs are, in fact, better at converting Realized AC into innovation performance than large companies, probably due to their flexibility and agility. These findings reveal that organizational sizes influence the impact of dynamic capabilities on performance.

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“…The 28 papers concerning Critical Success Factors offer a comprehensive framework of the factors that affect KM adoption and show that they may be classified into three main categories: Human and cultural factors, which includes human resources, people skill, motivation, training and education, a culture of collaboration and trust [23,24,[43][44][45][46][47][48][49][50][51][52][53][54][55][56][57][58], Technical factors, namely the degree of IT applications, the information system, infrastructure, degree of KM adoption, Total Quality Management practices [23,24,47,[49][50][51][52]54,56,59], and Managerial factors, i.e., cultivating trust, KM strategy, integrating KMS with staff, management style, management leadership, internal and external network relationships, organizational infrastructure, physical networks, teamwork, and rewarding [23,24,44,45,47,[49][50][51][52][53][54]56,57,[59][60]…”

Section: Factors Affecting Knowledge Managementmentioning

confidence: 99%

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

2015

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This paper deals with knowledge management (KM) in small and medium enterprises (SMEs). Through a literature review, three research questions have been identified concerning the barriers hindering the spread of KM practices in SMEs, the main knowledge management systems (KMSs) adopted by SMEs and the impact of the use of KM practices on SME performance. The research questions were subsequently addressed through a field analysis conducted on a sample of SMEs. The empirical evidence highlights that the scenario has changed in the space of but a few years. Although SMEs are generally characterized by poor financial and human resources, they are able to overcome the barriers preventing the spread of KM practices. The SMEs investigated perceive the strategic value of KM and consequently adopt a variety of KMSs. Nevertheless, such systems are generally outdated in comparison with cheaper, more recent, and user-friendly applications. Finally, the paper emphasizes that the use of KM practices can contribute to the overall growth of SMEs by simultaneously and significantly enhancing their performance.

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Generation and transfer of knowledge in IT‐related SMEs

Cited by 66 publications

References 37 publications

Development and knowledge resources: a conceptual analysis

Development and knowledge resources: a conceptual analysis

Does the Size Matter for Dynamics Capabilities?: A Study on Absorptive Capacity

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

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