KNOWLEDGE MANAGEMENT, ABSORPTIVE CAPACITY AND ORGANIZATIONAL CULTURE: A CASE STUDY FROM CHINESE SMEs
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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.Keywords:
Absorptive Capacity
Knowledge Sharing
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Little is known about how small and medium sized enterprises (SMEs) utilize their information technology (IT) to support their Knowledge Management (KM) strategy. Some research has been conducted in this field but from a western cultural perspective, and mainly in the large organizations context. Research on the relationships between KM strategy and IT in SMEs in developing countries, such as Saudi Arabia, is limited. The research reported in this paper addressed this relationship. KM strategy, in this research has been classified into two main strategies: aggressive KM strategy and conservative KM strategy, based on the organizations' orientation towards eight dimensions: external knowledge, internal knowledge, tacit knowledge, explicit knowledge, exploration, exploitation, broad knowledge-base and narrow knowledge-base. A total of 143 SMEs, participated in the survey. The results indicate that the proposed classifications of KM strategies were valid; the IT applications can be classified into: Internet-based IT, IT for codification and IT for collaboration; and the association between KM strategy and IT was confirmed.
Tacit Knowledge
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Because knowledge assets enhance today's organisations to achieve better results than their competitors, managing knowledge creation and sharing has become an important source of competitive advantage for firms. Innovation has been taken as a main solution for the difficulties that companies faced in the highly competitive environment. But the existence alone does not help the organisation without properly utilised it. Therefore, this proposal is important to activate knowledge sharing activity in order to transfer and share tacit knowledge in the organisation. This paper uses design science research method to integrate knowledge management and innovation management in order to practice knowledge sharing, knowledge capital and knowledge value. The basic objective is to recommend a strategic management framework as a conceptual model for organisations performance.
Knowledge Sharing
Competitor analysis
Tacit Knowledge
Knowledge Transfer
Knowledge Economy
Value (mathematics)
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Purpose The purpose of this paper is to examine the generation and transfer of knowledge in information technology‐related small and medium enterprises (SMEs). Design/methodology/approach Based on a survey of 105 employees from 30 organizations in Barcelona, Spain, the authors use a structural equation approach to validate the conceptual model. Findings Personal motivation and the opportunity to learn from other employees are critical to generate knowledge. The attitudes and abilities of those who take part in the transfer process are also relevant, and this is especially true in cases when knowledge is highly tacit. Personal development is one example of knowledge‐based organizational and social development. Practical implications The results point to the importance of the roles of managers and employees as bearers of initiative, voluntary effort and commitment. At the same time, they suggest that the firm's strategic planning process should include the knowledge to be transferred. Originality/value Two phases of knowledge management are studied, generation and transfer in IT‐related SMEs, and this study demonstrates how these processes are relevant.
Knowledge Transfer
Tacit Knowledge
Value (mathematics)
Explicit knowledge
Conceptual model
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Knowledge sharing is an important part of knowledge management and is one of effective ways to use knowledge for high-tech enterprises. With the advent of knowledge economy, despite the large number of high-tech enterprises attach great importance to knowledge sharing and make a lot of efforts, the results of knowledge sharing are not satisfactory. This paper introduces the importance of the tacit knowledge sharing for high-tech enterprises, clarifies the key nodes of tacit knowledge sharing, based on this gives a detailed analysis of the major influencing factors of tacit knowledge sharing in the high-tech enterprises, and suggests that enterprises need to adjust and change organizational structure, interpersonal relationships, motivation and evaluation mechanism, and informal organizations to achieve effective knowledge sharing and won sustainable competitive advantage.
Tacit Knowledge
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High tech
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Knowledge Management (KM) is the process of creating, sharing, using and managing organizational knowledge and information (Girard et al. 2015). Some Small and Medium-sized Enterprises (hereafter SMEs) may set up wikis or other knowledge management systems (hereafter KMS) as it is free of charge and easy to do. However, many did not take full advantage of KM as they have tight resource constraints and do not have a formal system implementation process in place. Furthermore, they overlook the importance of organisational culture and treat it as a software installation, leading to KMS implementation failure. Here we explore topics related to KM and KMS in SME settings. We discuss the characteristics of SMEs, exploring resource and staffing challenges faced. The concept of tacit and explicit knowledge how country (Japan and US) preferences is noted. We explain different frameworks in KM, including the SECI model for the conversion between tacit and explicit knowledge, and a result driven model aligning business needs with knowledge creation. We show organisational culture plays a crucial role with KM based on a culture of sharing knowledge and information. Trust is required, as people will not share knowledge if there is a threat of losing influence. Technology can make KM more efficient; however it should not be the centre of KM. Furthermore, the hiring process should to support KM by identifying and hiring a knowledge creator.
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Knowledge Sharing
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The acceleration of technological change and trade liberalization in the 1990s have significantly intensified market competition and transformed the world economic infrastructure from a resource- and manufacturing-based economy to one in which knowledge and services are the key drivers of economic growth. In order for an organization to capitalize on its knowledge and truly become a learning organization, it must begin to systematically manage and leverage knowledge existing internally and externally to create and sustain its competitive advantage. Numerous empirical studies on knowledge management have examined the relative effectiveness of various enablers, such as organizational structure, technology, culture, managerial system and strategy on knowledge creation and sharing in organizations. The enablers examined earlier are mostly related to organizational infrastructure that promotes knowledge sharing in organizations. This paper examines specifically the critical role of information and communication technology (ICT) in facilitating and enhancing knowledge sharing and organizational performance. This study adopted a process oriented approach by using Nonaka’s (1994) knowledge sharing model. The results indicate that significant positive effects of ICT support on knowledge sharing and all dimensions of knowledge sharing are significant predictors of organizational performance.
Knowledge Sharing
Knowledge Economy
Leverage (statistics)
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Managing knowledge and human resources is an important element in running all types of businesses. Knowledge management is considered the best strategy used by business people to win the competition because knowledge is a strategic source that enables them to obtain a higher level of competitiveness and innovation. Therefore, the potential for knowledge management and intellectual capital as a source of innovation and renewal, business strategies must focus more on these issues. Knowledge management involves knowledge acquisition, knowledge sharing, and application of knowledge. The overall aim of knowledge management is to utilize information and competency knowledge that is the main source of the company's main source of competitive advantage. Knowledge management emerges as an important concept and is often cited as an antecedent of innovation, competitiveness, and also business performance of SMEs.
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In general, it is difficult for enterprises to establish adequate knowledge transparency in their internal organization and to cope with the knowledge development occurring in the external environment. Furthermore, when the external knowledge is acquired and stored, the organization should share it with the staff for knowledge extension, transformation, and eventually innovative creation. Thus, how to enhance the external knowledge acquired through knowledge management capability for improving the corporate performance has become a significant issue. However, there is few literatures on the relationship among external knowledge, knowledge management capability and corporate performance. Hence, this research applies the following methods such as literature review, case analysis, and collecting opinions from the experts to propose a conceptual framework to illustrate the relationship among external knowledge, knowledge management capability and corporate performance. Moreover, this study investigates how enterprises apply this framework to enhance their corporate performance.
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The purpose of this paper is to provide academics and managers with an insight to the cultural barriers involved in knowledge activities (knowledge management). Since 1990, knowledge management as one of the major factors for increasing productivity and organizational effectiveness in perspectives has been entered. An organization's culture is one of the most important factors in effective KM. If an organization's culture is not appropriate for a knowledge project, no amount of technology, content, or project management skills will make the project successful. Humans are the key element of knowledge activities, and then the kind of culture in institution for knowledge activities is critical and determining, However culture can be a major structural obstacle for the activities of knowledge management. A lot of organizations witch implemented knowledge management have expressed that their research shows that organizational culture is the main obstacle to the knowledge creation and sharing. In addition, many researchers have mentioned culture as one of the important factors that enables knowledge management. This paper attempts to discover relationships between the components of organizational culture with knowledge management activities (knowledge sharing) in order to create practical strategies for the establishment of effective organizational culture for effective knowledge activities.
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Knowledge Transfer
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