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Knowledge management, absorptive capacity and organisational culture: a case study from Chinese SMEs
Based on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the Knowledge Management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate Knowledge Management Processes (KMPs) and what major challenges they raise for the future by looking at the case study of a Chinese Small and Medium-sized Enterprises (SMEs). The case study indicates that Chinese enterprises emphasised knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organisational culture also has significant impact on the KM in those enterprises.
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KNOWLEDGE MANAGEMENT, ABSORPTIVE CAPACITY AND ORGANIZATIONAL CULTURE: A CASE STUDY FROM CHINESE SMEs
AbstractBased on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the knowledge management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate knowledge management processes; and what major challenges they raise for the future by looking at the case study of a Chinese SMEs (Small and Medium-sized Enterprises). The case study indicates that Chinese enterprises emphasized knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organizational culture also has significant impact on the knowledge management in those enterprises.
Absorptive Capacity
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KNOWLEDGE MANAGEMENT, ABSORPTIVE CAPACITY AND ORGANIZATIONAL CULTURE: A CASE STUDY FROM CHINESE SMEs
Based on the analysis of an innovative medium sized enterprise from mainland China, this paper investigated the knowledge management (KM) issues by focusing on its KM enablers and process. This paper attempts to investigate how Chinese enterprises absorb knowledge from external sources; how they developed culture to facilitate knowledge management processes; and what major challenges they raise for the future by looking at the case study of a Chinese SMEs (Small and Medium-sized Enterprises). The case study indicates that Chinese enterprises emphasized knowledge acquisition and the capacities of knowledge absorption, application, creation, sharing and integration as vital to sustaining competitive advantage for these firms. Corporative organizational culture also has significant impact on the knowledge management in those enterprises.
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Many small and medium enterprises (SMEs) depend on consultants to overcome knowledge barriers, especially for IT projects. This paper aims to determine how IT consultants affect the IT knowledge of SMEs when IT consultants and SMEs interact. Data were collected using face-to-face interviews with both IT consultants and SME managers. The study is the first to identify what and how SMEs learn from consultants during an IT implementation project. Consultants help SMEs gain different types of knowledge, employing a broad range of knowledge sharing mechanisms. As consultants are an important part of the knowledge creation processes of SMEs, SMEs should strive to form long-term relationships with consultants and use these interactions to develop IT knowledge within the SME.
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Theory and practice both have recognised the importance of external knowledge to enhance organisations' innovation performance. Due to organisations' growing interest in effectively collaborating with external knowledge sources, research has investigated the importance of firm-external stakeholder interaction in open innovation. Despite valuable insights into the importance of the variety of external knowledge sources to enhance (open) innovation, research has overlooked so far that managers' characteristics and practices are relevant for the absorption of external knowledge in open innovation. Thus, the purpose of this study is to explore how organisations' absorptive capacity – exploration, transformation, and exploitation – becomes manifested in managers' characteristics and practices in open innovation. This article reports on the findings obtained from four case studies of manufacturing and service organisations. Our findings show that the exploration, transformation, and exploitation of external knowledge are associated with a distinct set of managers' characteristics and practices that capture the dominant pattern of processing external knowledge in open innovation.
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Knowledge management is a tool which can create a strategic impact in any organisation. It has become one of the most important resources that facilitates and sustains firms’ competitive advantage. Sharing knowledge gives an organisation a long term benefit. However, the success of knowledge management relies on the role played by the organisation itself. Given the global nature of competition, Small and Medium Sized Enterprises(SMEs) in Nigeria are unable to compete, yet there is relatively very little information on knowledge management in the SME sector in Nigeria. This paper intends to discuss the various benefits associated with the adoption of knowledge management in SMEs and the potential benefits awaiting Nigerian SMEs who choose to adopt knowledge management in their operational strategy.
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The impact of globalization and a hypercompetitive market environment increases the competition in manufacturing activities and implied changes in the business environment. Therefore, the transformation from closed innovation processes into open innovation practices becomes a necessity if not crucial for all organizations particularly SMEs to innovate and compete. Open Innovation (OI) can improve firm competitiveness. However, studies have focused mainly on OI on large or high-tech companies. Existing research indicates that SMEs in Malaysia are lacking the capacity to engage in OI because of their limited tangible resources. Also, It is theorized that knowledge-based HRM practices stimulate KM processes, and the existence of an adhocracy culture further plays a role in influencing knowledge-based HRM and KM processes on OI in firms A cost-effective method for SMEs to engage in OI practices is to consider intangible resources, OI may be inspired by the knowledge-based view of organizations which posits that knowledge is the central resource in the firm. From a knowledge-based view; individual employees can leverage their knowledge and social relationships through knowledge-based HRM practices, knowledge management processes in a context of adhocracy culture that enhances OI practices in firms. Further, the dynamic capabilities approach can help managers to reach the target of competitiveness via effective implementation of knowledge-based HRM practices and knowledge management processes that enhance OI practices in the firm within a type of culture that support innovation.
Purpose –The main objective of this paper is to develop a framework that connects knowledge-based HRM practices, knowledge management processes, and adhocracy culture in driving OI in Malaysian SMEs.
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This study seeks to explain the impact of strategic capabilities on organizational ambidexterity, in the presence of knowledge management.The study population consists of managers of commercial banks in Jordan.The sample included (200) respondents by distributing the study questionnaires to them, where the returned questionnaires and valid to statistical analysis were (168).Structural equation modelling (SEM) was used as an inferential statistical analysis technique to test the hypotheses of the study.The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity.Hence, all dimensions of strategic capabilities (marketing capability, market-linking capability, technology capability, and management capability) have a statistical impact on both knowledge management dimensions (knowledge acquisition, knowledge creation, knowledge application, and knowledge storage) and the dimensions of organizational ambidexterity (exploitation and exploration).Therefore, the study recommends managers and decision-makers of commercial banks in Jordan to focus on strategic capabilities that enhance their abilities to identify and acquire opportunities from the business environment by building good relationships with both customers and suppliers.Besides, improving their employees' capacity to deal with new knowledge and apply it to create novel products and services.
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Purpose Inter-organizational knowledge transfer (IOKT) is important especially for small and medium enterprises (SMEs). Organizations need external knowledge to improve learning capabilities and their own competitiveness. SMEs are important for every nation’s economy. IOKT can enable SMEs’ learning and innovation and consequently its contribution to the national economy. This study aims to examine the factors that influence the IOKT process in Omani SMEs. Design/methodology/approach This study uses qualitative methodology. Participants were ten Omani SMEs from the information and communications technology sector, a knowledge-intensive sector. The study is based on face-to-face semi-structured interviews and content analysis. Findings The results confirmed that inter-organizational knowledge is considered to be important to SMEs. This research also showed that IOKT is affected by many factors related to the donor organization, recipient organization, nature of the knowledge and inter-organizational dynamics. The core factor to IOKT in SMEs is risk and trust. Originality/value Literature shows that there is an emphasis on the importance of studying knowledge management in SMEs; however, there is little work that has been done. Such study is even more important for Omani SMEs to improve their learning, innovation and contribution to a national diversified economy. This study provides valuable insights to establish an effective foundation for IOKT in Omani SMEs.
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