How to deal with knowledge in small companies? Defining emergent KM approach

Bolisani, Ettore; Scarso, Enrico; Zi�, Małgorzata; Ba, Ning

doi:10.1504/ijlic.2016.075701

Cited by 10 publications

(10 citation statements)

References 21 publications

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“…The Alexandru et al (2020) study was a primary source of inspiration; the list of KM practices was derived from Wong and Aspinwall (2005), and that of potential constraints in KM implementation was drawn from past studies of KM barriers (Ajmal et al, 2010; Zieba & Zieba, 2014). The possible features of the different KM approaches were drawn from the qualitative literature on this topic (Bolisani et al, 2016b; Zieba et al, 2016).…”

Section: Methodsmentioning

confidence: 99%

“…and that of potential constraints in KM implementation was drawn from past studies of KM barriers (Ajmal et al, 2010;Zieba & Zieba, 2014). The possible features of the different KM approaches were drawn from the qualitative literature on this topic (Bolisani et al, 2016b;Zieba et al, 2016).…”

Section: Aspect Investigatedmentioning

confidence: 99%

“…The successful implementation of such strategies has been positively related to KIBS firms' economic growth and market expansion (Bettiol et al, 2011)—especially in the case of larger companies (i.e., over 100 employees) (Lara et al, 2012)—and to their degree of innovative practices, tools and methods originate from the daily practices and learning processes of company's employees (Mangiarotti, 2012). Exploration of KM strategies has revealed that an informal and emergent approach has widely diffused among KIBS (Bolisani et al, 2016b; Zieba et al, 2016); there is little planning of the KM development that is taking place. Zieba et al (2016, p. 293) describe this as one where “practices, tools and methods originate from the daily practices and learning processes of company's employees”.…”

Section: Introductionmentioning

confidence: 99%

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Knowledge management implementation in small and micro KIBS: A categorization

Bolisani

Scarso

Ceccato

et al. 2022

Knowl Process Manag

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The main goal of the paper is to provide a statistical categorization of small and micro knowledge-intensive business service (KIBS) companies, based on their knowledge management (KM) attitude. Since knowledge is the main production factor and output of these companies, it is essential to achieve a better understanding of how they manage this resource. A questionnaire-based survey was conducted on a sample of Polish small and micro KIBS operating in various service sectors. A cluster analysis of the data was performed, to categorize the sample according to the KM attitude of the companies. Three main groups of companies were identified, varying in terms of their levels of "knowledge needs", "intensity of use" of KM practices and "perceived barriers to KM implementation". This classification is shown to characterize attitudes towards KM to a higher level of statistical significance than do structural characteristics. The survey was based on a single country sample. On the one hand, this provides consistency to the analysis. On the other hand, further insights can be obtained by a multi-national study. In addition, cluster analysis is exploratory in nature. The results provide useful insights for policy makers (to formulate policies for facilitating KM implementation in small KIBS) and managers (to reflect on the KM attitudes of their company). The statistical categorization of small and micro KIBS in terms of their KM attitude has been very rarely undertaken. Even the most recent investigations of KM issues used samples from large companies.

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Section: Methodsmentioning

confidence: 99%

Section: Aspect Investigatedmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Knowledge management implementation in small and micro KIBS: A categorization

Bolisani

Scarso

Ceccato

et al. 2022

Knowl Process Manag

Self Cite

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“…A total of six semi-standardized interviews were conducted, five of which were carried out with KIBS firm’s clients and the last one was granted to the owner of the KIBS firm, as a counterview. While the number of respondents was limited due to time and availability constraints, some previous qualitative research studies on KIBS companies were able to deliver sufficient results (Nunes and Ananasingh, 2005; Bishop et al , 2008; Bolisani, et al 2016). The composition of interviewees was chosen with accordance to their availability and characteristics, such as area of business, size of the company, and the types of services received.…”

Section: Methodsmentioning

confidence: 99%

Factors of successful client co-production in knowledge-intensive business services

Zięba

Kończyński

2019

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Purpose This paper aims to explore the topic of client co-production in knowledge-intensive business services (KIBS). The paper first sketches a theoretical background and reviews previous studies on factors affecting successful client co-production in such companies and then examines these factors via case study research among a small KIBS company and its five customers. Design/methodology/approach The paper is based on an in-depth analysis of literature devoted to client co-production in KIBS firms and on the results of case studies analysis. The authors explore theoretically and empirically the perception of factors behind a successful client co-production process of a KIBS company from the point of view of both customers and service provider. The examination resulted in the clarification of what a successful client-KIBS firm cooperation should look like and what kind of actions KIBS firms should undertake to provide it. Findings As the analysis shows, to perceive client-KIBS firm cooperation as successful, customers desire on hand immediate effects that would justify and compensate their time and money investments (e.g. new clients or brand recognition) and on the other hand, some of them desire positive changes in longer-term, which tangible form is associated with the newly obtained knowledge and more importantly, freshly developed and written strategy. Among the factors that influence the co-production process one can list teamwork, trust, communication and knowledge flows. Research limitations/implications Research results are limited to one KIBS company operating in Poland and its five customers. As such, they are not conclusive for the whole KIBS sector. The findings of both literature review and case study analysis indicate that there are several outcomes that are expected from the point of view of a KIBS customer when selecting the service of a KIBS company. The paper examines important aspect of service co-production and provides practical guidelines how cooperation between KIBS firms and their customers should look like. Practical implications The paper examines the relationship between a client and a KIBS company and explores the factors influencing the successful outcome of this relation. The paper provides guidelines on how this type of relation should be handled by managers or owners of KIBS firms. Originality/value The paper contributes to the literature on KIBS firms, especially in the scarce area of practical mechanics of their cooperation with customers. The paper also suggests further research possibilities in this area.

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“…Labuan (1) KK ( On the other hand, Table 4 shows the types of knowledge range from technological knowledge, internal knowledge to external knowledge are perceived to be important to ICT- informal approach in addressing knowledge management elements as compared to largerbusinesses because SMEs normally more towards managing its tacit knowledge whereby the social interaction in knowledge sharing within SMEs business segments internally were remained ambiguous in nature (Bolisani, et al, 2015.,Zieba, et al, 2016., Edvardssonand Durst, 2013. …”

Section: %mentioning

confidence: 99%