Knowledge Management Process and Organizational Performance in SMEs

Supyuenyong, Varintorn; Swierczek, Fredric William

doi:10.4018/jkm.2011040101

Cited by 16 publications

(6 citation statements)

References 84 publications

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“…Similarly, in a study of Portuguese technology-based SMEs, Ferreira & Franco (2017) found out that intellectual capital has a mediating effect on the relationship between strategic alliances and organizational performance. The organizational performance of SMEs can also be brought through knowledge performance, which increases process performance and eventually customer satisfaction, reputation, and cost reduction (Supyuenyong & Swierczek, 2011).…”

Section: Introductionmentioning

confidence: 99%

RETRACTED: Human Capital as a Mediating Factor of Structural Capital and Value Addition

Jardón

Silva

2021

International Journal of Knowledge Management

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Structural capital is one of the components of intellectual capital. The measurement is essential in order to obtain the real value of intellectual capital and its influence on the profitability of the business. The measurement of structural capital value addition can be done directly or via the mediating effect of another component of intellectual capital, i.e. human capital or relational capital. Human capital has been selected as the mediating component for this study based on findings of previous studies that advocate its importance as a major determinant that enhances structural capital changes. This paper aims at measuring the influence of human capital as a mediating factor on the capacity of structural capital value addition for the period of 2002-2018, for Galicia (Spain) and Portugal.

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Section: Introductionmentioning

confidence: 99%

RETRACTED: Human Capital as a Mediating Factor of Structural Capital and Value Addition

Jardón

Silva

2021

International Journal of Knowledge Management

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“…Many argue that SMEs are not scaled-down versions of larger organizations (Supyuenyong & Swierczek, 2011), and that practices that apply to large organizations cannot necessarily be applied directly to SMEs (Coyte, Ricceri, & Guthrie, 2012;Pett & Wolff, 2011). For example, dedicated functions such as human resources (HR) generally manage knowledge activities in large firms, and Rechberg and Syed (2014) argue that formal HR practices for recruitment, selection and development are critical for knowledge acquisition and retention.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Identification and Acquisition in SMEs

Becker

Jørgensen

Bish

2015

International Journal of Knowledge Management

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Researchers and practitioners have been preoccupied with identifying ways for larger organizations to acquire and manage knowledge, however far less research attention has been directed towards these same pursuits in small and medium-sized enterprises (SMEs). This paper examines how SMEs engage in knowledge identification and acquisition; in particular how they identify knowledge needs and source this knowledge to enhance their business. The research studied six SMEs in Australia and Denmark. Contrary to prevailing assumptions, the findings suggest that SMEs engage in identification and sourcing of critical knowledge, albeit often with less than formal processes. These organizations relied on business plans to direct knowledge activities and ensure balance between long-range planning and flexibility. The results address a lack of empirical evidence about SME approaches to knowledge identification and acquisition, and demonstrate that although SMEs may approach such activities in an informal way, they are nonetheless deliberate and strategic in their knowledge activities.

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“…Another crucial contribution of this study is that most of the knowledge management literature has been conducted in Western countries [77]. Such studies include Martinez-Conesa et al (2017) [78] in Spain, O'Connor and Kelly (2017) [4] in the United Kingdom, and Downes and Marchant (2016) [79] in Australia.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Knowledge Management and Firm Performance in Algerian F&B SMEs: The Role of Trust as a Moderating Variable

Dahinine,

Chouayb,

Bensahel

2023

Sustainability

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This study examines the influence of Knowledge Management (KM) on SMEs’ performance using data from a survey of 210 owners/managers of Algerian Small and Medium Enterprises (SMEs) operating in the Food and Beverage (F&B) industry. It highlights the moderating effect of trust as a facilitator of the potential acquisition, sharing, and application of the company’s knowledge to improve SMEs’ financial and non-financial performance. To analyze this moderating effect, we used the method of second-generation structural equations (PLS-SEM) using SmartPLS 3.2.7 statistical software. The results show a significant and positive effect of knowledge management on SMEs’ performance. On the other hand, these results indicate that the importance of the direct effect of KM on firm performance became very strong in the presence of a high level of trust. Implications of the study and future directions for research are discussed at the end of the study.

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Knowledge Management Process and Organizational Performance in SMEs

Cited by 16 publications

References 84 publications

RETRACTED: Human Capital as a Mediating Factor of Structural Capital and Value Addition

RETRACTED: Human Capital as a Mediating Factor of Structural Capital and Value Addition

Knowledge Identification and Acquisition in SMEs

Knowledge Management and Firm Performance in Algerian F&B SMEs: The Role of Trust as a Moderating Variable

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