Improving Productivity and Quality in Small and Medium Enterprises: Cases and Analysis

Gunasekaran, Angappa; Okko, Paavo; Martikainen, Teppo; Yli‐Olli, P.

doi:10.1177/0266242696151004

Cited by 59 publications

(41 citation statements)

References 5 publications

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“…Also, Wilkes and Dale (1998) concluded that SMEs focus more directly on the knowledge of the market environment than in strategic planning to design improvement plans in business. Accordingly, it can be considered in general that SMEs are less bureaucratic and more flexible than big enterprises (Gunasekaran et al, 1996). That is why it is easier the adoption and implementation of KM activities (Moffet & McAdam, 2006).…”

Section: Methodsmentioning

confidence: 99%

Knowledge Management in Mexican Manufacturing Small Business

Maldonado-Guzmán¹,

Marín-Aguilar²,

Castro³

2017

IJBA

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In an unpredictable business environment, such as the one that characterized the economy at the beginning of the 21 st century, knowledge management has become one of the most valued intangible assets by organizations that have recognized the importance of knowledge in the creation and development of competitive advantages and performance. However, most investigations have been focused on big enterprises, only a few have been paid attention to small and medium-sized enterprises (SMEs). For this reason, the present research analyzes the importance of knowledge management in SMEs through a sample of 125 manufacturing SMEs from Aguascalientes State (Mexico). The results obtained show that manufacturing SMEs have good knowledge management which can be regarded as a competitive advantage.

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Section: Methodsmentioning

confidence: 99%

Knowledge Management in Mexican Manufacturing Small Business

Maldonado-Guzmán¹,

Marín-Aguilar²,

Castro³

2017

IJBA

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“…This need comes from increased agility in larger organizations, which enables them to erode traditional SME niche markets. Furthermore, increased internationalization has encouraged some SMEs to operate in more competitive global markets, where continuous innovation is a prerequisite [Gunasekaran et al (1996)]. Throughout this paper a broad managerial perspective is taken to innovation, as distinct from solely that of technical development.…”

Section: Innovation In High-tech Smesmentioning

confidence: 99%

Transforming Knowledge Into Action to Reach Innovation Capacity in High-Tech Smes

Chen

2012

Int. J. Innovation Technol. Management

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The study aims to explore how high-tech small-to-medium-sized enterprises (SMEs) utilize integrative innovation resource strategy to transforming knowledge into action to reach innovation capacity via integrating innovation culture, knowledge management (KM), managing and organizing innovation, to achieve sustained innovation and value creation, and then to reach KM performances. The study uses multidimensional perspectives to construct an integrative innovation model, and through four case studies to examine this model, compares the distinct features between smaller and larger high-tech SMEs in utilizing integrative innovation resource strategy.The finding indicates predicting whether an innovative action will progress through an organization, and effectively planning the action, requires managers to identify, understand, and analyze all individual and organizational support that might bear on the action. Management and other integrated processes set up support for action that protect the organization's identity.

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“…Moreover, Wilkes & Dale, (1998) suggest that SMEs are more focused directly on market changes, as distinct from strategic plans for devising business improvements. In this manner, smaller organizations are less bureaucratic and more flexible in comparison to larger organizations (Gunasekaran et al, 1996). In the SME environment there is much 'closer proximity to the customer' (Barrier, 1994).…”

Section: Macro-environmentmentioning

confidence: 99%

The effects of organizational size on knowledge management implementation: Opportunities for small firms?

Moffett

McAdam

2006

Total Quality Management & Business Excellence

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Knowledge Management (KM) continues to develop as an emerging discourse within business and management. The area is eclectic in nature and covers the systematic management of knowledge, of all kinds, within all levels and types of organizations. However, the majority of studies, in common with other emergent business philosophies, are focused on larger organizations where, for example, readily available implementation resources is an underlying assumption. There is a paucity of studies that empirically study the effects of organizational size on the key factors of KM. This paper seeks to explore the effects of organizational size on KM by using a survey instrument and factor analysis based on the MeTCIP model. The results indicate that KM can be applied to small organizations without innate effects of lack of resources and skills. However, while many knowledge-orientated issues are applicable to all organizations, the manner in which they are addressed differs slightly depending on organization size.

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Improving Productivity and Quality in Small and Medium Enterprises: Cases and Analysis

Cited by 59 publications

References 5 publications

Knowledge Management in Mexican Manufacturing Small Business

Knowledge Management in Mexican Manufacturing Small Business

Transforming Knowledge Into Action to Reach Innovation Capacity in High-Tech Smes

The effects of organizational size on knowledge management implementation: Opportunities for small firms?

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