Abstract

Purpose –There is evidence that small and medium sized enterprises (SMEs) do not manage knowledge the same way as large firms, and that they approach knowledge management (KM) in various ways. However, the literature on this topic is still scarce and fragmented. In order to fill this gap, the paper aims to single out and discuss the different features that characterize the approaches to KM adopted by small companies. Design/methodology/approach – The paper examines the KM approaches followed by companies of various KIBS sectors in 4 countries (Italy, Poland, Spain, and Romania) as they emerge from the findings of a quantitative survey which involved 223 small KIBS firms. KIBS companies were investigated because knowledge and its management are their distinctive elements, as highlighted in past studies. Research results - The study confirms that small KIBS firms regard knowledge as a key competitive resource, and transferring/sharing knowledge as the main KM process. However, their approaches to KM are firm-specific and differ in several aspects, e.g.: number and kind of adopted KM practices; motivation and promoters of implementation; obstacles encountered in introduction; strategic and operational aims of such practices; level of formalisation and use in the company. Despite this variety, some regularities also emerge. In particular, the study shows that companies that implement KM activities as a response to knowledge-related problems coming from the daily practice follow a substantially different approach from those that implement them after a strategic analysis by the management. Originality/value – The paper contributes to a better understanding of KM strategies followed by small KIBS companies with a diversified number of employees and belonging to different sectors. Also, it provides an evidence-based survey of the features in different countries, which helps to highlight regularities in KM approaches even across multiple national contexts. Practical implications – The study provides useful insights into possible KM approaches in the KIBS sector; also, it contributes to a better understanding of KM in small enterprises in general. This can be of use to company executives for revising their KM approach, for implementing more suitable strategies in their organizational settings and, more generally, for developing awareness of KM-related problems and possible solutions.

Authors (8)