共查询到20条相似文献，搜索用时 31 毫秒
1.
This paper presents findings from a survey on knowledge management (KM) in small- and medium-sized firms (SMEs) in Iceland. It analyses the extent, strategy and effects of KM. The results indicate that more managers in SMEs need to consider the strengths and weaknesses of KM, and implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technology technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The survey indicates that the benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
2.
This paper presents findings from a survey on knowledge management (KM) in small and medium-sized firms (SMEs) in Iceland conducted in 2007 and was a follow-up of a similar survey from 2004. The paper analyses whether the extent, strategy and effects of KM in SMEs in Iceland has changed in the period. The main conclusion is that KM is not losing ground among SMEs in Iceland. Identical numbers of firms used KM in 2004 and 2007, and slightly more firms were examining the need in 2007 than 3 years earlier. It is, however, of great concern that many more firms have no KM strategy in 2007 than 2004. More managers in SMEs need to consider the strengths and weakness of KM, and to implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The surveys indicate that benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
3.
There is established evidence to suggest that small- and medium-sized enterprises (SMEs) face different knowledge management (KM) challenges to larger firms. There is emerging theory and practice concerning KM in SMEs as a whole. SMEs may not, however, be an homogeneous group when addressing KM. The study's objective was to investigate whether there are different approaches towards KM development within SMEs. The responses of 33 SMEs to a 60-item structured analysis of KM practices were analysed using hierarchical cluster analysis, ANOVA and post hoc multiple comparisons of means. Four distinct configurations of practices were identified. These were the KM practices of ‘unengaged’ businesses, ‘comprehensive KM practice’ businesses, ‘knowledge-ownership oriented’ businesses and ‘learning and co-production oriented’ businesses. These different groups of SMEs appear to approach KM in fundamentally different ways. The categorisation provides a useful framework for addressing the take-up of KM initiatives in SMEs. 相似文献
4.
The objective of this paper is to investigate the role of knowledge management (KM) in networks participated by small firms. To achieve this objective, the literature on KM in small firms has been reviewed. A research question has been defined and addressed through a questionnaire survey conducted in a small firms network. The findings indicate that the surveyed companies perceive the strategic value of KM and adopt several systems even if its adoption is constrained by a number of barriers. The results suggest that firms investigated need to adopt advanced KM systems to manage knowledge more effectively at network level. The evidences also indicate that the surveyed firms are willing to adopt a platform supporting the sharing and exchange of knowledge in the network with a positive impact on innovation processes and the exploitation of market opportunities. The paper outlines some managerial implications as well as avenues for further research. 相似文献
5.
It is often argued that small–medium enterprises (SMEs) do not manage knowledge the same way as large firms, but may need appropriate approaches to capture and exploit external knowledge effectively. This paper compares two opposite approaches to knowledge management (KM): one is called ‘deliberate’ or ‘planned’, and the other ‘emergent’. These approaches are analysed with reference to the management of knowledge pertaining to client–supplier relationships, which are particularly important in the case of small companies providing knowledge-intensive business services (KIBS). A case study of a small KIBS company is illustrated, which has developed two different projects, based on different approaches to KM, for managing knowledge referring to clients. The case shows that, for a small company, an emergent approach to KM can be more suitable than a deliberate one for managing such knowledge. The implications of this result for KM research and practice are then examined. 相似文献
6.
Knowledge has become the main competitive tool for firms. Just as knowledge is considered as the most important strategic resource, knowledge management (KM) is considered to be critical to a firm’s success. Several attempts have been undertaken to identify and define the different KM processes. From the literature review, four key dimensions stand out as affecting KM processes: knowledge creation, knowledge transfer, knowledge storage/retrieval, and knowledge application. The aim of this paper is to contribute to the KM and value literature by determining the importance of the different processes of KM for increasing value creation and value capture in firms. The context for the research hypotheses is the Spanish banking industry in 2010. The results support a positive relationship between KM and value creation, and between value creation and value capture. 相似文献
7.
This paper provides a systematic review of the literature on knowledge management (KM) in small and medium enterprises (SMEs) and SME networks. The main objective is to highlight the state-of-the-art of KM from the management point of view in order to identify relevant research gaps. The review highlights that in recent years the trend of papers on the topic is growing and involves a variety of approaches, methodologies and models from different research areas. The vast majority of papers analysed focus on the topic of KM in the SME while there are only few papers analysing KM in networks populated by SMEs. The content analysis of the papers highlights six areas of investigation from which were derived ten research questions concerning three perspectives: the factors affecting KM; the impact of KM on firm’s performance; the knowledge management systems. 相似文献
8.
如何战略性地整合专业化知识是高技术创业企业在市场竞争中取胜的关键,尽管一些学者在研究中提到“战略知识整合”,然而对其具体模式及影响尚缺乏深入的探讨。本文以中国4家高技术创业企业为研究对象,采取探索性多案例研究的方法挖掘战略知识整合的模式类型及其与高技术创业企业竞争优势的关系。案例分析结果表明：战略知识整合模式包含计划式知识整合和应急式知识整合,上述两种战略知识整合模式及其交互作用对高技术创业企业竞争优势具有积极影响。本研究有助于从战略形成的视角打开“战略知识整合”的黑箱,丰富和拓展战略知识管理视角和知识基础理论。此外,本文为转型经济情境下高技术创业企业如何获取知识的战略价值以获取竞争优势提供理论指导。 相似文献
9.
《普罗米修斯》2012,30(1):85-100
Knowledge management (KM) approaches have developed traditionally from the knowledge-based view (KBV), a derivative of the resource-based view (RBV). Drawing on the relational and industry structure views, this paper presents a framework for analysing knowledge management practices in the biotechnology industry. These firms exhibit sophisticated and strategic KM practices and deploy a range of strategies in leveraging competitive advantage through their intellectual property practices. The paper demonstrates that the current KBV needs to be modified and extended to reflect current KM practice within Australian biotechnology firms through examining their use and management of intellectual property. 相似文献
10.
Knowledge as a valuable asset of organizations is increasingly incorporated into thinking about strategy. Studies of knowledge management (KM) suggest that executives engaged in decision making often have a slender understanding of the strategic significance of knowledge. When addressing the challenge of explicating and designing a knowledge strategy, logics of codification and personalization have been differentiated and commended. The paper draws upon evidence from four case studies to identify factors that shape the evolving contexts of knowledge strategies. It is in these contexts that the challenge of continuously reviewing and revising the mix of codifying and personalizing aspects of strategic KM is practically accomplished. The cases are analysed with reference to external competition, leadership, organizational politics, culture and technology as a basis for advancing a more dynamic framework for the analysis of knowledge strategies. 相似文献
11.
Most of the studies in knowledge management (KM) argue for leadership as a vital success factor for any initiative. Top management leadership enables the effective promotion of knowledge sharing by creating an appropriate organisational culture, and making arrangements for corresponding policies and procedures across the organisation to facilitate management of knowledge resources and practices. There is little empirical research reported that has focussed on capturing the awareness and understanding of KM teams’ constitutions and their responsibilities. This study reports on the survey of top managers with respect to KM strategy development and implementation. It is based on a survey data collected from leading Australian companies, and builds on other empirical case studies, which looked at mechanisms of KM strategy development and implementation. The results provide a better understanding of the roles and responsibilities for successful KM strategy development and implementation, and can assist with designing KM teams in organisations. 相似文献
12.
This study highlights the role of knowledge management (KM) in enabling small and medium enterprises (SMEs) in a manufacturing industry in a developing country to engage in environmentally sustainable business. Drawing on the knowledge-based view of the firm, it argues that resource-constrained SMEs rely on their relational capital to augment their capability to innovate in order to find better and environmentally sound ways of doing business. However, SMEs need to harness their KM orientation in order to leverage the knowledge-based resources emanating from their relational capital towards building their innovation capability. This capability is essential in integrating effective environmental management practices in business. The findings from our analysis of data from a survey of 241 manufacturing SMEs in the Philippines support these hypotheses and underscore the importance of developing an organisational capability to engage in KM in order to adopt sustainable business practices. The implications of the findings are also discussed. 相似文献
13.
As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework. 相似文献
14.
《International Journal of Information Management》2017,37(4):327-338
In this paper, we report and reflect on Knowledge Management (KM) projects conducted in two China-based, smaller–sized professional service firms. The authors acted as Action Researchers, assisting each firm extensively as it prepared for its implementation of an IT-based KMS. However, neither KMS implementation significantly improved knowledge transfer or work productivity. We analyze the project failures, noting the significance of specific strategic management deficiencies as well as inadequate employee involvement and incentives. The implications for the strategic management of knowledge and organizational change in China are considered. 相似文献
15.
张长征 《科学学与科学技术管理》2011,32(11)
近年来,跨国公司知识管理成功影响因素的研究偏重于流程性、管理性、文化性与结构性因素的探讨,轻视知识管理与战略结合的重要性研究。这使得跨国公司无从了解知识管理与战略实现的密切联系,以及如何从战略层面上推动跨国公司知识管理以更好发挥其最大价值。研究了战略性因素对跨国公司知识管理成功的影响。结果表明,知识管理所关注的核心知识与战略类型要求相匹配的程度有助于跨国公司知识管理成功;知识管理的个人化/编码化战略及内向型/外向型战略与知识资源的契合度有助于跨国公司知识管理成功;总部高层领导战略性支持可促进知识管理过程中的部门协同、知识整合和资源保证,从而确保跨国公司知识管理成功。 相似文献
16.
Whereas there is a growing literature that investigates knowledge management (KM) in service corporates, yet the overview and understanding of KM in large-sized service organisations is yet limited and sparse. Transitional economies, like of Saudi Arabia, are highly motivated to establish a knowledge based structure both economically and socially. There is an urgent need for exploring the current situation of KM tools usage and of perspectives on knowledge and knowledge management, as a start by large sized service organisations. Towards further understanding in this regard, this paper explores the status and potentials of KM implementation scoped to Saudi large-sized service organisations. The paper triangulated an interviewer-administrated questionnaire and focus groups to gather the data. The results indicate that although the weighted average of KM tools/methods deployment (being deployed or can possibly be deployed) reaches 79%; however, the written comments in front of each tool indicates that the participants’ understanding of what KM seems distorted, which is confirmed in the coding of their definitions of the term ‘Knowledge’. The participants identified leadership and strategy formulation as the top two critical success factors. A number of other results are presented and several issues were identified for future research. 相似文献
17.
In the defence industry the recent development of a ‘market for technology’, the creation of new European high-technology companies as well as transformations in government agencies have driven firms to reposition their technological and organizational skills. Our objective is to show that the transformations that have occurred in the past 10 years have not only redefined skills and the organization of production, but also have given a more strategic place to knowledge management (KM) practices. We provide a contextual and historical overview based on qualitative interviews, in order to better understand the relation between KM and innovative behaviour in this industry. We build an original industrial and technological database comprising various samples that provides quantitative information concerning KM and innovative practices. The results of the statistical analysis reveal the specificity of firms in this industry. Taking account of the size of these firms and their technological intensity, we show that the behaviour of defence industry firms in terms of KM practices, differs from that of other firms. This is evident from their technological performance, and innovation and patenting intensity. This structural tendency is explained as an innovative behaviour in the French national innovation system rather than merely a ‘trend’. 相似文献
18.
The objective of this paper is to propose a methodology for applying knowledge management (KM), in which we first focus on explaining problematic areas of an organization by identifying the knowledge core process, before applying KM strategies to those processes. For the methodology, we lean on the larger context of systems thinking to help visualize the whole organization, and it is here that the key factors are identified and a set of strategic criteria is established. The most important criteria are then used to evaluate the associated processes and their respective tasks in order to establish the problematic areas or opportunities where KM initiatives can be applied. This strategy precludes tackling all the organization's problems and allows management to focus on only those processes that provide significant and manageable knowledge. Finally, this study explores and cautiously recommends an unexploited but valuable element to be taken into account when implementing KM initiatives. 相似文献
19.
随着知识经济时代的来临,竞争情报和知识管理正成为目前重要的管理工具,构成了现代企业核心能力的重要组成部分。本文从企业战略管理的全过程出发,讨论了每个阶段中竞争情报与知识管理的集成融合以及它们对企业战略的重要支持作用。 相似文献
20.
Fast development of IT and ICT facilitate customers to post a large volume of their concerns and expectation online, which are widely accepted to be a valuable resource for product designers. However, it is found that only a small number of small and medium-sized enterprises (SMEs) have capabilities to leverage customer online insights for design innovation, which often demonstrate a significant share in national economies growth. To discover the beneath reasons regarding the barrier that prevent them to make effective utilization, in this study, as a concrete example, manufacturing SMEs in the South Wales and Greater Manchester industrial areas of the UK are focused and their potential motivations for using and knowledge of big data-based customer analytics are investigated. An exploratory survey was conducted in terms of the type of customer data they have, the storage approaches, the volume of customer data, etc. Next, a carefully devised exploratory study was undertaken to understand how SMEs perceive the relations between customer data and product design, how about their expectations from big customer data analytics and what really challenges SMEs to exploit the value of big customer data. Besides, a demonstration platform is developed to present SMEs an automatic process of analysing customer online reviews and the capacity on customer insights acquisition and strategic decision making. Finally, findings from two focus groups indicate the different managerial and technical considerations required for SMEs considering implementing big data and customer analytics. This study encourages SMEs to welcome big customer data and suggests that a cloud-based approach may be the most appropriate way of giving access to big data analytics techniques. 相似文献