Strategic issues in knowledge management in small and medium enterprises

A well-developed and aligned knowledge management (KM) strategy and active top management participation are two of the key strategic issues in KM. The studies on KM strategy and the role of top management have mainly focused on big firms. The basic requirements and resources of small and medium enterprises (SMEs) are different from big firms. Consequently, KM practices are different in SMEs as compared to big firms, and a thorough study of various aspects of KM for SMEs is needed. This research work is an attempt to study strategic issues in KM in SMEs in India, with particular reference to the automotive component sector. Customer-focused knowledge is the most common KM strategy among Indian automotive component manufacturers. Top management is more active and supportive in KM initiatives in international auto component manufacturers. Indian SMEs need to focus more on the strategic issues in KM for reaping the benefits of KM for sustainable competitiveness.

[1]  M. J. Earl,et al.  Knowledge as strategy: reflections on Skandia International and Shorko Films , 1994 .

[2]  Morten T. Hansen,et al.  What's your strategy for managing knowledge? , 1999, Harvard business review.

[3]  Michael H. Zack,et al.  Knowledge and Strategy , 1999 .

[4]  Jane E. Klobas,et al.  Knowledge management in small enterprises , 2000, Electron. Libr..

[5]  I. Nonaka,et al.  SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation , 2000 .

[6]  Nick Bontis,et al.  CKO wanted — evangelical skills necessary: a review of the Chief Knowledge Officer position , 2001 .

[7]  John D. Politis.  The relationship of various leadership styles to knowledge management , 2001 .

[8]  H. Takeuchi.  Towards a Universal Management Concept of Knowledge , 2001 .

[9]  Jitendra V. Singh.  McKinsey's Managing Director Rajat Gupta on leading a knowledge-based global consulting organization , 2001 .

[10]  Rodney McAdam,et al.  SME and large organisation perceptions of knowledge management: comparisons and contrasts , 2001, J. Knowl. Manag..

[11]  B. Lloyd.  Leadership and knowledge management , 2002 .

[12]  Philip Powell,et al.  SMEs, co-opetition and knowledge sharing: the role of information systems , 2003, Eur. J. Inf. Syst..

[13]  Mariano Corso,et al.  Technological and Organizational Tools for Knowledge Management: In Search of Configurations , 2003 .

[14]  Michael H. Zack,et al.  Rethinking the Knowledge-Based Organization , 2003 .

[15]  Alan D. Smith,et al.  Knowledge management strategies: a multi-case study , 2004, J. Knowl. Manag..

[16]  Paul Turner,et al.  Global competition and the Australian biotechnology industry: developing a model of SMEs knowledge management strategies , 2004 .

[17]  Charlotte L. Hoopes,et al.  Toward a Model of Effective Knowledge Management and Directions for Future Research: Culture, Leadership, and CKOs , 2004 .

[18]  Allan Macpherson,et al.  Knowledge within small and medium-sized firms: a systematic review of the evidence , 2005 .

[19]  Kuan Yew Wong,et al.  Critical success factors for implementing knowledge management in small and medium enterprises , 2005, Ind. Manag. Data Syst..

[20]  S. Debowski.  Knowledge Management , 2005 .

[21]  John Sparrow.  Classification of different knowledge management development approaches of SMEs , 2005 .

[22]  Kevin C. Desouza,et al.  Knowledge management at SMEs: five peculiarities , 2006, J. Knowl. Manag..

[23]  Rajesh K. Pillania.  Leveraging knowledge for sustainable competitiveness in SMEs , 2006 .

[24]  Rajesh K. Pillania.  Organisational issues for knowledge management in SMEs , 2007 .

[25]  Rajesh K. Pillania.  Knowledge storage and access in automotive components' SMEs in India , 2008 .

[26]  Rajesh K. Pillania.  Information technology strategy for knowledge management in Indian automotive components SMEs , 2008 .

[27]  Rajesh K. Pillania.  Knowledge management in SMEs in India: a study of the automotive components sector , 2008 .