Use of knowledge management systems: analysis of the strategies of Brazilian small and medium enterprises

Abstract

Purpose This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation. Design/methodology/approach Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors. Findings This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation. Research limitations/implications The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs. Practical implications This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools. Social implications SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations. Originality/value This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.

Performance drivers in knowledge-intensive entrepreneurial firms: a multidimensional perspective

“…Also, management of knowledge dynamics (creation, diffusion, integration and deployment) plays a relevant role in this scenario. Prior literature has underscored how the application of systematic knowledge management tools can likely enhance firm-level outcomes (Andreeva and Kianto, 2011), especially for SMEs (Marques Júnior et al , 2020). For our sample, this is a feature that becomes particularly relevant for academic spin-offs.…”

“…Notwithstanding, policymakers often face difficulties in identifying companies and projects that will effectively generate the desired impacts (Shane, 2009; Chatterji et al , 2014; Brown and Mason, 2014). This has been ultimately associated with uncertainties in innovation-driven activities carried out by entrepreneurs (Audretsch and Link, 2012), an aspect that calls for further assessments on the required knowledge management process used to convert technical prowess into market performance (Marques Júnior et al , 2020).…”

Dispersed knowledge management in ecosystems

“…“Knowledge strategy” is a product of the combination of KM (Marques Júnior et al , 2020) and “strategic management” (Ott and Eisenhardt, 2020), and generates value through the use of knowledge as a strategic resource for the company to achieve competitive advantage (Cabrilo and Dahms, 2018; Bolisani and Bratianu, 2017). Zack (1999) viewed knowledge strategy as the general approach that an organization takes to align its knowledge resources and capabilities with its business strategy.…”

A knowledge management system framework for an open biomedical repository: communities, collaboration and corroboration

“…"Much more is achieved than just a repository of articles" (Kiley, 2018). A deeper insight of systems, such as Europe PMC which incorporates information from disparate big data sources, can better leverage the potentiality to enhance existing value generation means or stimulate new value (Marques J unior et al, 2020).…”