Knowledge management in SMEs and MNCs: matching knowledge mobility mechanisms to supply network configuration profiles

Abstract

While 'knowledge mobility' presents significantly different challenges for SMEs and MNCs, it is strongly influenced by two common factors: the type of knowledge to be integrated and the configuration of the operations network. Only by understanding the various types of knowledge and how they -and the configuration profile of the network (Nascent, Emerging, or Mature; Local, Regional, or Global; SME or MNC) -affect how knowledge is shared, can a proactive and integrated approach to knowledge management be developed.This study specifically examines knowledge transfer mechanisms in knowledgeintensive manufacturing firms and across their networks. Here, both SMEs and MNCs are required to make critical decisions about the 'level' of collaboration and knowledge sharing with network partners -whether it should be purely transactional or more strategic.A network configuration framework is extended to incorporate knowledge-specific dimensions of analysis, derived from the academic literature on stages of emergence and knowledge transfer theory, and supported by a review of knowledge integration mechanisms in practice. This was supported by benchmarking exercises involving a series of multiorganisational network cases with different types of SME-SME and MNC-SME interactions, and gaining insights on factors that will affect future Knowledge Mobility Configurations through a series of industrial case studies. The resulting Knowledge Mobility Configuration (KMC) framework was tested and refined using five case studies indicative of a growing shift towards information and knowledge-intensive activities -involving production and supply network 'partners' -in both SME and MNC contexts.In terms of contribution, there has been limited empirical research to-date into the determinants of successful knowledge transfers in MNC-SME network contexts. The network configuration element of the KMC framework provides insights on how such networks evolve, and how specific knowledge mobility profiles may evolve over time. Our findings demonstrate the critical role of knowledge management in internationalisation, and that skills, knowledge, technology and organisational processes are integral to any emerging network design criteria and/or 'capability' acquisition assessment. The choice of integration mechanism is not only

Knowledge-oriented leadership, knowledge management behaviour and innovation performance in project-based SMEs. The moderating role of goal orientations

“…Knowledge management (KM) is emerging as an area of interest for scholars and practitioners and knowledge-oriented leadership (KOL) is now an established antecedent of KM (Shamim et al , 2017a; Shariq et al , 2018). However, project-based small and medium-sized enterprises (SMEs) do not manage the knowledge and innovations in the same way as larger firms do (Harrington et al , 2019; Zheng et al , 2017). It is not appropriate to view KM in SMEs as a scaled-down version of KM practises in larger firms (Desouza and Awazu, 2006).…”

Influence of Information Technology towards the Development Economics of SMEs in Indonesia

“…The communication factor in running a business is crucial because communication will create a strong emotional bond with existing customers, also allowing new customers to come. The utilization of the internet allows SMEs to do marketing with global market objectives (Harrington, Srai, & Kumar, 2019).…”

Classification of inter-organizational knowledge mechanisms and their effects on networking capability: a multi-layer decision making approach

“…In other words, understanding the fact that which mechanism enhances which dimension of NC can be a guideline for selecting them. Therefore, it can be claimed that since various IOKMs have different effectiveness in networking, their proper selection has a severe impact on network management (Harrington et al, 2019). Few studies have investigated how knowledge mechanisms relate to NC (Knoppen et al, 2011).…”

“…In this context, this study seeks to answer the theoretical dilemma of which IOKMs should be used to enhance each dimension of NC. Third, as Harrington et al (2019) emphasized, the success of any "knowledge initiative" is strongly dependent on the analysis of the sharing context and the preconditions for its success. Since most studies on IOKMs have been conducted in the context of leading firms (Iddy, 2020), there is a research gap in investigating IOKMs in the context of LCFs, which are forced to increase their technology and market resources through networking capability for joining international markets.…”