Knowledge Management in Small and Medium-Sized Enterprises

Durst, Susanne; Bruns, Guido

doi:10.1007/978-3-319-71434-9_20

Cited by 13 publications

(14 citation statements)

References 55 publications

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“…For SMEs, the implementation of KM initiatives may be even more crucial (Dotsika and Patrick, 2013; Desouza and Awazu, 2006), as knowledge can be their key resource for growth (Salojärvi et al , 2005). However, according to recent literature reviews, the studies that examine KM in the context of small businesses are still insufficient (Durst and Edvardsson, 2012; Ribière and Walter, 2013) and offer fragmented insights (Massaro et al , 2016; Durst and Bruns, 2018). Hence, there are several themes that deserve to be addressed, for example, there is the need for cross-country comparisons (Durst and Edvardsson, 2012; Massaro et al , 2016), for empirical investigations that consider SME heterogeneity (Durst and Bruns, 2018) and also for studies questioning consolidated views (Massaro et al , 2016).…”

Section: Introductionmentioning

confidence: 99%

Knowledge management approaches of small and medium-sized firms: a cluster analysis

Alexandru

Bolisani

Andrei

et al. 2019

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Purpose This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small- and medium-sized enterprises (SMEs) having different characteristics. Design/methodology/approach A cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small- and medium-sized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors. Findings Three clusters were identified: Companies showing a relative “unconscious” attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM. Research limitations/implications This study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used. Practical implications This paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices. Originality/value The topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multi-contextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.

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Section: Introductionmentioning

confidence: 99%

Knowledge management approaches of small and medium-sized firms: a cluster analysis

Alexandru

Bolisani

Andrei

et al. 2019

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“…As regards qualitative approaches, they appear to highlight the close relationship between owner and company as well as the aspect of independence, i.e. the firm is not part of a larger firm and the owner is relatively free from external control in making her strategic and operative decisions (Durst and Bruns 2018 ). Quantitative approaches to defining SMEs, however, seem to dominate.…”

Section: Background To the Studymentioning

confidence: 99%

“…There is research that has shown that KM drives growth, improves business performance and makes SMEs more innovative (Edvardsson and Durst 2013 ; Cardoni et al 2020 ; Narayanan et al 2020 ). At the same time, research has also stressed that the application of KM in general is constrained due to competing activities to which more attention is paid (Blankenship and Bruck 2008 ), this is even more of a challenge in SMEs, as fewer people have to do multiple jobs compared to large companies (Durst and Bruns 2018 ). Additionally, the central role of the founder or owner-manager has been found to influence the small firm’s approach to KM too (Grimsdottir et al 2019 ; Lowik et al 2012 ).…”

Section: Background To the Studymentioning

confidence: 99%

A systematic literature review on knowledge management in SMEs: current trends and future directions

2022

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It is generally known that small and medium-sized enterprises (SMEs) are a significant driver of employment and economic growth for the majority of world economies. At the same time, SMEs are more fragile in times of crisis which in turn restricts their possibilities for action. In such an environment, it appears even more relevant for SMEs to consider knowledge and its management. Given that, it seems relevant to have an in-depth understanding of knowledge management (KM) in SMEs so that it can be better promoted. Therefore, this paper conducts a systematic literature review of the extant literature on KM in SMEs to present a state-of-the-art understanding. The review covers 180 papers from leading journals that have been published between 2012 and 2022. The review provides insight into the diversity and evolution of KM in SME research and evaluates the extant body of literature covered. Additionally, a framework is proposed that relates existing research on KM to SMEs. The paper concludes with proposals for future research on KM in SMEs.

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“…According to Soundararajan, Jamali, & Spence (2018), small businesses are defined in several ways, such as the number of employees, investment capital, total assets, and sales volume. Small businesses contribute to a nation's economic growth, creating income and jobs (Durst & Bruns, 2018), especially in developing countries (Ratten, 2014). Despite their significant economic contribution, numerous small business entrepreneurs face business failure (Hyder & Lussier, 2016).…”

Section: Small Business Entrepreneursmentioning

confidence: 99%

The need for financial knowledge acquisition tools and technology by small business entrepreneurs

et al. 2020

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Knowledge management tools and technology are the main factors bringing competitive advantage to organisations. This study extends the depth of study on small business entrepreneurs by examining the effect of knowledge acquisition, in particular financial knowledge that leads to the need for knowledge acquisition tools and technology. There is evidence to support that a lower level of existing financial knowledge in small business entrepreneurs encourages them to acquire more financial knowledge since they tend to be responsible for all tasks related to business survival. This finding is not consistent with several other previous studies. In addition, relevant knowledge on how to raise adequate capital to establish their business and the accurate calculation of cost are the two most important aspects of financial knowledge for encouraging small business entrepreneurs to seek effective knowledge acquisition tools and technology. The evidence provides insight for the government authorities supporting small businesses to provide financial knowledge to small business entrepreneurs during the pre-start-up phase and thereafter by providing the relevant knowledge on financing and cost calculation to strengthen and sustain these businesses. This will ultimately lead to an improvement in small business failure and increase the country’s economic growth.

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Knowledge Management in Small and Medium-Sized Enterprises

Cited by 13 publications

References 55 publications

Knowledge management approaches of small and medium-sized firms: a cluster analysis

Knowledge management approaches of small and medium-sized firms: a cluster analysis

A systematic literature review on knowledge management in SMEs: current trends and future directions

The need for financial knowledge acquisition tools and technology by small business entrepreneurs

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