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Current Approaches Regarding the Knowledge Management Impact on SMEs Performance  [PDF]
Ionela Carmen RIZEA (PIRNEA),Denisa Elena PARPANDEL,Alexandra Elena C?LD?RARU,Andreea Lorena RADU
Economia : Seria Management , 2011,
Abstract: Managing knowledge is a critical capability for small to medium-sized enterprises (SMEs) to master because it helps them leverage their most critical resource. Organizational knowledge is the most salient resource at the disposal of SMEs in terms of availability, access, and depth. Successful SMEs are those who can leverage their knowledge in an effective and efficient manner, so as to make up for deficiencies in traditional resources, like land, labor, and capital. The purpose of this article is to identify the knowledge management impact on SMEs performance and to compare knowledge management in SMEs with knowledge management in large companies. The research discovered that SMEs do not manage knowledge the same way as larger organizations.
The Role of Human Resource Management in Iranian SMEs; in the Case of Medical Imaging Centers
Amirhossein Akhavan
Iranian Journal of Radiology , 2010,
Abstract: Human Resource Management (HRM) faces difficulties in small businesses which derive from the small size and absence of adequate financial resources. Many authors have investigated the changed version of HRM in small enterprises which is some deal different with HRM in large enterprises. But in Iran researches are not interested in investigating human resource management in the field of small businesses and this encouraged me to perform this research. At first, this study has reviewed HRM policies and practices in small and medium enterprises (SMEs) in the world. Then Iranian medical imaging centers have been selected as knowledge SMEs and some related managerial information has been collected from them by observation and interview. The obtained findings are about the role that HRM plays in today Iranian SMEs in the case of medical imaging centers. In this chapter the type of Human Resource Management which is accomplished in medical imaging enterprises in Iran is discovered and you can find the mistakes performed by their managers. These findings are analyzed based on literatures. In the conclusion part, some differences between western and Iranian models are proved and the study concludes that most of the owner managers in medical imaging centers in Iran could not execute HRM practices, even if they knew them or not. At last, some key points are presented as final recommendations to Iranian medical imaging SMEs in order to help them to improve their efficiency in the future.
The Role of Knowledge Management in Enhancing the Competitiveness of Small and Medium-Sized Enterprises (SMEs)  [cached]
Ali A. Alawneh,Amer Abuali,Tamara Y. Almarabeh
Communications of the IBIMA , 2009,
Abstract: Knowledge is one of the enterprise’s most important assets that influence its competitiveness. One way to capture an enterprise’s knowledge and make it available to all its members is through the use of knowledge management practices. This paper discusses the importance of knowledge management (KM) in Small and medium-sized enterprises (SMEs) and presents a framework to deal with knowledge management in order to enhance their competitiveness. Small and medium-sized enterprises (SMEs) are known for too much implicit knowledge, limited resources, insufficiently shared between managers and other employees. So, in the context of SMEs, KM can be used to capture knowledge and experience generated during their operations, activities, and processes. This research paper addresses a new way of thinking about the role of KM in SMEs through developing a framework that combines five phases of the KM lifecycle (capture, creation, codification, communication, and capitalization). This framework is called “A Five C’s Knowledge Management Framework”. The application of this framework will improve the success rate and competitiveness of SMEs.
Modeling Strategic-Knowledge-Resource Management Based on Individual Competencies in SMEs
Justyna Patalas-Maliszewska,Martin Hochmeister
Contemporary Economics , 2011, DOI: 10.5709/ce.1897-9254.13
Abstract: A number of publications have dealt with the correlation between knowledge-management capability and competitiveness. In the article describing human resources as strategic-knowledge resources, which is motivated by: the concept of effective management of resources in an organization (Sirmon and Hitt, 2003), an enterprise’s unique potential in the form of knowledge and experience (Barney, 1995), and the concept of competence management (Hamel and Prahalad, 1994). This study describes competence and resource management, sharing in the collaborative development and implementation of strategic-knowledge-resource management in SMEs. In this context, strategic-knowledge resources are defined in such a way as to be incorporated into a model of strategic-knowledge-resource management.
CRITERIA AND FACTORS USED BY MANAGERS IMPLEMENTING THE KNOWLEDGE-BASED MANAGEMENT IN TOURISM SMES  [PDF]
Popescu Dan,Ciocarlan Chitucea Alina,State Cristna,Petrus Catalin
Annals of the University of Oradea : Economic Science , 2012,
Abstract: Knowledge-based economy requires both in Romania and internationally, the presence of intelligent organizations, with advanced management capabilities of their collective skills, as sources of performance. As a result, worldwide, more than ever, knowledge is accepted as one of the main sources of competitive advantage. Small and medium sized enterprises (SMEs) are the most dynamic and vital factor of progress in the contemporary society, main generator of economic performance and substance in any country, employment opportunity provider for most of population, major contributor to the national budget, and engine to improve the living standard of the population. SMEs represent 99% from all enterprises, drawing up the main human resource agglomeration. In this context, knowledge-based management approaches are inevitable, arising from systemic complexity that goes beyond the rigid hierarchies and traditional practices and entails the emergence of non-hierarchical organizational structures.
How Does Knowledge Management Matter in Enterprise Strategic Flexibility? Multiple Case Study Approach Based on SMEs in Malaysia
A. Najmaei,Z. Sadeghinejad
IBIMA Business Review , 2009,
Abstract: Small and Medium Enterprises (SME)s domestically and globally are encountering tough competition. Globalization, liberalization, information revolution and ICT phenomena have brought about many challenges for all organizations more seriously for SMEs. The only way to cope with these impediments is to be strategically flexible and adaptable to environmental changes and emergent circumstances. Strategic Flexibility requires a comprehensive set of abilities to acquire, interpret, share and utilize knowledge by scanning internal and external environments carefully and profoundly in order to take immediate and proper actions. Therefore managing knowledge is an inseparable component of strategic flexibility. An integrated system has to be executed to strategize all enterprise activities based on knowledge toward becoming flexible strategically. But in enterprise’s management literature a dearth of an intensive study in the context of SMEs is vividly felt. Therefore, addressing this gap seems worthwhile for SME’s competitiveness; hence, the main objective of this study is to fill the gap empirically based on case-study of some service provider and manufacturing SMEs in Malaysia. Research is concluded with discussion and expressing limitations.
KNOWLEDGE MANAGEMENT IN MALAYSIAN SMEs: AN EMPIRICAL EXAMINATION ON INFORMATION TECHNOLOGY (IT) SUPPORT AND STRATEGY AS PLAN  [PDF]
Tan Thai Soon,Fakhrul Anwar Zainol
Australian Journal of Business and Management Research , 2011,
Abstract: This research study demonstrates the important of the knowledge creation process. It helps to demonstrate that knowledge management enablers, including IT-support and Strategy as Plan can promote organizational creativity and thus organizational performance. Further, the findings on the new factor, Strategy as Plan, show that it is positively related to knowledge creation. Strategy as Plan can therefore be regarded as an integral part of knowledge creation. This reaffirms Glueck’s (1980, p.9) views of strategy as “a unified, comprehensive, and integrated plan…. designed to ensure that the basic objectives of the enterprise are achieved”. Therefore it can be argued that the best path for Malaysian SMEs to achieve organizational performance is through organizational creativity achieved through a knowledge creation process that involves knowledge enablers.
E-LEARNING AS A KNOWLEDGE MANAGEMENT APPROACH FOR INTELLECTUAL CAPITAL UTILIZATION  [PDF]
Issa SHEHABAT,Saad A. MAHDI,Kamel KHOUALDI
The Turkish Online Journal of Distance Education , 2008,
Abstract: This paper addresses human resources utilization at the university environment. We address the design issues of e-learning courses that can capture the teacher knowledge. The underlying objective is that e-learning is a key knowledge and major resources for many universities. Therefore, the design of e-learning should be an important part of the university knowledge management process. Teachers' knowledge in any important topic or field should be managed in a way that the university can benefit from it in case of teacher leaving or retired. Hence, intellectual personal knowledge management will be explored through the development of e-learning systems. Some concepts from the Artificial Intelligence field can be used in developing such systems.The potential for utilizing human knowledge in the university environment will optimize the resources and can be of cost effective and quality assurance factors and provide the university with a sustainable competitive advantage.Assuring the proper knowledge management within the university environment is a more complex issue. This is due to the diverse of topics in one hand and the behavior of the student and the lecturers on the other hand. Effective implementation and success requires a lot of efforts that will guarantee the utilization of the intellectual capital within the university environment.
E-LEARNING AS A KNOWLEDGE MANAGEMENT APPROACH FOR INTELLECTUAL CAPITAL UTILIZATION
Issa SHEHABAT,Saad A. MAHDI,Kamel KHOUALDI
The Turkish Online Journal of Distance Education , 2009,
Abstract: This paper addresses human resources utilization at the university environment. We address the design issues of e-learning courses that can capture the teacher knowledge. The underlying objective is that e-learning is a key knowledge and major resources for many universities. Therefore, the design of e-learning should be an important part of the university knowledge management process. Teachers' knowledge in any important topic or field should be managed in a way that the university can benefit from it in case of teacher leaving or retired. Hence, intellectual personal knowledge management will be explored through the development of e-learning systems. Some concepts from the Artificial Intelligence field can be used in developing such systems. The potential for utilizing human knowledge in the university environment will optimize the resources and can be of cost effective and quality assurance factors and provide the university with a sustainable competitive advantage. Assuring the proper knowledge management within the university environment is a more complex issue. This is due to the diverse of topics in one hand and the behavior of the student and the lecturers on the other hand. Effective implementation and success requires a lot of efforts that will guarantee the utilization of the intellectual capital within the university environment.
Knowledge Management as a solution for the shortage of competent employees in SMEs at the developing country (Case study: Vietnam)  [PDF]
Zdenek Molnar,Hai Hang Nguyen,Lubor Homolka,Roderick J Macdonald
Journal of Systems Integration , 2011,
Abstract: This paper presents partial results from the first empirical study of KM in SMEs of Vietnam. A preliminary survey had revealed that KM is an important issue for SMEs in Vietnam. With scarce resources compared to large firms, SMEs in developing countries normally focus on real and visible practical objectives. KM is perceived as a difficult-to-measure aspect as it belongs to strategic management for the long term and is mainly related to promoting innovation: not a field to which such SMEs are likely to dedicate much effort. Using statistical analysis and fuzzy methodology, this paper formally verifies whether the inferences from the preliminary study really hold for the general population of Vietnamese SMEs, and from there proposes obvious actions to be taken to solve the shortage of competent employees. The findings presented in this paper could help academics and practitioners to understand more about the operations of SMEs in developing countries as well as to suggest a feasible approach to initiate KM for SMEs.
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