2014
DOI: 10.3390/info5030440
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Knowledge Leakages and Ways to Reduce Them in Small and Medium-Sized Enterprises (SMEs)

Abstract: In this paper, we look into knowledge leakages and ways to address them. It is conducted from the point of view of small and medium-sized enterprises (SMEs), as their specific attributes create unique challenges. Based on a discussion of the relevant fields, ways are presented in order to reduce the danger of knowledge leakages. In view of practitioners, the paper's findings may enable an increased awareness towards the areas where existing knowledge is at the mercy of "leakage". This can assist managers of SM… Show more

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Cited by 42 publications
(38 citation statements)
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References 39 publications
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“…Veneble & Dell (2012) argued that knowledge identification to be fixed to the mainstream agenda when formulating knowledge management strategies as it is important to continuously identify new knowledge to the firm to counter the scarcity that creates when employee leaves the firm at their retirement, in some cases premature retirements. Moreover, SMEs are often in danger of leakage (Durst & Ferenhof, 2014).…”
Section: C) Knowledge Managementmentioning
confidence: 99%
“…Veneble & Dell (2012) argued that knowledge identification to be fixed to the mainstream agenda when formulating knowledge management strategies as it is important to continuously identify new knowledge to the firm to counter the scarcity that creates when employee leaves the firm at their retirement, in some cases premature retirements. Moreover, SMEs are often in danger of leakage (Durst & Ferenhof, 2014).…”
Section: C) Knowledge Managementmentioning
confidence: 99%
“…Knowledge management also assists higher education managers in their managerial and administrative efforts to facilitate the acquisition, creation, storage, sharing, diffusion, development, and deployment of knowledge by individuals and groups (Zheng, Yang & McLean, 2010). However, an organisation's knowledge management activities should not be limited to knowledge creation and dissemination but to activities related to knowledge retention as well (Durst & Ferenhof, 2014). Therefore, the entire life of the knowledge management (KM) process should be considered to better understand KM activities in HE.…”
Section: Literature Reviewmentioning
confidence: 99%
“…In spite of the fundamental economic benefits of knowledge management, Martins & Meyer (2012) highlight the risk of losing people's tacit knowledge as one of the prime considerations in the development of knowledge retention strategies. In knowledge creating sectors such as higher education where senior academics are retiring, aging and exiting academia at a pace faster than their rate of replacement by less experienced, junior academics, the demands for intergenerational transfer and retention of tacit research knowledge have been acute (Durst & Ferenhof, 2014;Rambe & Mlambo, 2014;Burmeister & Deller, 2016). Notwithstanding the fundamental importance of tacit knowledge retention in view of the aging and shrinking of the skilled research workforce, Burmeister & Deller (2016) highlight that research on tacit knowledge transfer in organisations is scarce, and an integrated conceptual framework for promoting tacit knowledge transfer and retention is yet to be developed.…”
Section: Introductionmentioning
confidence: 99%
“…This statement of R9 is aligned with the concepts presented by Aiman-Smith et al (2006), Durst and Wilhelm (2012), Durst and Ferenhof (2014), and Tsui, Iske & Boersma (2005).…”
Section: -What Do You Associate With the Term "Knowledge Loss" (Kl)?mentioning
confidence: 99%
“…These aspects are related to KL as discussed by DeLong Durst and Wilhelm (2012), Durst and Ferenhof (2014), thus indicating that there is a lack of clarity about the terms. This lack of clarity among experts might be explained by the complementary nature of the concepts of knowledge loss and knowledge waste.…”
Section: -What Do You Associate With the Term "Knowledge Waste" (Kw)?mentioning
confidence: 99%