Knowledge management is a critical component of
competitive success in service organizations. Knowledge
management centers on creating new knowledge and utilizing
existing knowledge. While utilizing existing knowledge relates to
input and control and can lead to a reduction in costs; creating new
knowledge relates to output and growth and can lead to an increase in
revenue. Therefore managers must ensure that they can successfully
optimize the knowledge and talent in their organizations. To do this
they and must try to develop an environment that promotes the
generation, acquisition, transfer and use of valuable knowledge in
creative ways. However knowledge management is complex and
diverse. Research suggests that organizations in general and SMEs in
particular are finding it difficult to implement successful knowledge
management initiatives. Our research attempts to understand whether
organizations are adopting best practice initiatives in their
organizations. This paper presents findings from an exploratory study
of 139 SMEs operating in the tourism sector across Europe. The
goals of the survey is to assess the level of awareness of knowledge
and talent management strategies and methodologies and to
determine whether the responding companies implement best practice
knowledge management initiatives in their organizations Analysis of
the findings from the study are presented and discussed.
[1] D.A. Nadler and M.L. Tushman, (1999) "Organization of the future:
strategic imperatives and core competencies for the 21st century", IEEE
Engineering Management Review, 27, pp 96-107, 1999.
[2] A. Toffler, Powershift: Knowledge, Wealth and Violence at the edge of
the 21st Century. Bantam Books, New York, 1991.
[3] P. Drucker, Post Capitalist Society, Harper Business, New York, 1993.
[4] D. Leonard Barton and S. Sensiper "The role of tacit knowledge in
group innovation", California Management Review, 40, 3, 1998.
[5] S.K Boersma and Stegwee, R.A. "Exploring the Issues in Knowledge
Management", in Proceedings of the 1996 IRMA International
Conference, Washington DC, May 19-22, pp. 217-222, 1996.
[6] B. Nooteboom, "Towards a Cognitive Theory of the Firm. Issues and a
Logic of Change", Proceedings of the AFEE Conference, San
Francisco, Jan. 5-7, 1996.
[7] D.A. Wilson, Managing knowledge. Butterworth Heinnmann- Oxford,
1996.
[8] I. Nonaka and H. Takeuchi The Knowledge-Creating Company, Oxford
University Press, New York, NY, 1995.
[9] M. Polyani, The Tacit Dimension, Doubleday, New York, NY, 1967.
[10] R.B. Horton, T. Buck, P.E, Watersoton, C.W. Clegg (2001)
"Explaining intranet use with the technology acceptance model"
Journal of Information Technology, 16, 4, pp 237-249, 2001
[11] C.W. Choo, The Knowledge Organisation: How organisations use
information to construct meaning, create knowledge, and make
decisions, Oxford University Press, New York, 1998.
[12] M. Boisot Knowledge assets: securing competitive advantage in the
information economy. New York, NY: Oxford University Press, 1998.
[13] J.M. Firestone and M. McElroy, "The New Knowledge Management",
Knowledge Management, 6, 9, pp. 12-16, 2003.
[14] M.E. Porter, "What is Strategy", Harvard Business Review, 74, No. 6,
pp 61-78, 1996.
[15] J. Pierce, "Knowledge: Content or Context? - Irish Computer Society
Technical Views", The Engineers Journal, 56, 2, pp. 45-47, 2002.
[16] K. Harris, K. "So, you're a knowledge worker: What Do You Do All
Day"? Internal Report, Gartner Group.1999
[17] T.H. Davenport and S.C. Völpel, "The Rise of Knowledge Towards
Attention Management-, Journal of Knowledge Management, Vol. 5,
No. 3, pp. 212-222, 2001
[18] K.C. Laudon and J.P. Laudon, J.P. Management information systems:
Organization and Technology in the Networked Enterprise, Prentice
Hall, New York, 1999.
[19] H. Takeuchi, "Beyond Knowledge Management: Lessons from Japan",
Monash Mount Eliza Business Review, Vol.1, Issue 1, p21-29, 1998
[20] J. Liebowitz, "Knowledge Management and its Link to Artificial
Intelligence", Expert Systems with Applications, Vol. 20, No. 1, pp. 1-6,
2001.
[21] Y. Malhotra, Y. "Deciphering the Knowledge Management Hype",
Journal for Quality and Participation, Vol. 21, No. 4, pp. 58-60, 1998.
[22] D. Kelleher, and S. Levene, PAS 2001: Knowledge Management: A
Guide to Good Practice. British Standards Institution, London, 2001
[23] C.R. McInerney "Knowledge management and the dynamic nature of
knowledge", Journal of the American Society for Information Science
and Technology, 53, 12 pp 1009-1018, 2002
[24] L. Bassi, "Harnessing the power of intellectual capital", The Journal of
Applied Manufacturing Systems, Summer, pp 29-35, 1998
[25] K. Patton and A. Carlsen "Strategies, techniques and tools for
knowledge reuse", Internal Report, Sintef, Trondheim, Norway, pp 1-
24, 1998.
[26] D. Ulrich, "Intellectual Capital = Competence * Commitment", Sloan
Management Review, Winter, pp 15-26, 1998.
[27] T. Kotnour, C. Orr, J. Spauding and J. Guidi, "Determining the
Benefits of Knowledge Management Activities". In IEEE International
Conference on Systems Man & Cybernetics, Vol. 1, Orlando, Florida,
1997.
[28] S.P. Robbins, Organizational Behavior: Concepts, Controversies,
Applications, Prentice Hall, 1996.
[29] B. Marr, ÔÇÿKnown Quantities', Financial Management, February, pp. 26-
27, 2003.
[30] J. Birkinshaw, J. "Making Sense of Knowledge Management", Ivey
Business Journal, 65, 4, pp. 32-37, 2001.
[31] R.L. Englund and R.J. Graham, "From experience: Linking projects to
strategy", Journal of Product Innovation Management, 16, pp 52-64,
1999.
[32] K. Cormican and D. O-Sullivan, D. "A scorecard for supporting
enterprise knowledge management", Journal of Information and
Knowledge Management, 2, 3, pp 191-201, 2003.
[33] K. Kreiner "Tacit knowledge management: the role of artefacts",
Journal of Knowledge Management, 6, 2 pp 112-123, 2002
[34] P. Hildreth, C. Kimble, and P. Wright, P. "Communities of practice
in the distributed international environment", Journal of Knowledge
Management, 4, 1, pp 27-38, 2000
[35] M. Zack, "Managing codified knowledge", Sloan Management Review,
40, 4, pp 45-58, 1999.
[36] I. Nonaka, and Konno "The concept of BA - building a foundation for
knowledge creation", California Management Review, 40, 3, pp 40-54,
1998
[37] P.K. Ahmed ,"Culture and climate for innovation" European Journal of
Innovation Management, 1, pp 30-43, 1998.
[38] E. F. Stone-Romero, "Implications of Research Design Options for the
Validity of Inferences Derived from Organizational Research". The
SAGE Handbook of Organizational Research Methods. D. A. Buchanan
and A. Bryman (Eds), Sage, 2009.
[1] D.A. Nadler and M.L. Tushman, (1999) "Organization of the future:
strategic imperatives and core competencies for the 21st century", IEEE
Engineering Management Review, 27, pp 96-107, 1999.
[2] A. Toffler, Powershift: Knowledge, Wealth and Violence at the edge of
the 21st Century. Bantam Books, New York, 1991.
[3] P. Drucker, Post Capitalist Society, Harper Business, New York, 1993.
[4] D. Leonard Barton and S. Sensiper "The role of tacit knowledge in
group innovation", California Management Review, 40, 3, 1998.
[5] S.K Boersma and Stegwee, R.A. "Exploring the Issues in Knowledge
Management", in Proceedings of the 1996 IRMA International
Conference, Washington DC, May 19-22, pp. 217-222, 1996.
[6] B. Nooteboom, "Towards a Cognitive Theory of the Firm. Issues and a
Logic of Change", Proceedings of the AFEE Conference, San
Francisco, Jan. 5-7, 1996.
[7] D.A. Wilson, Managing knowledge. Butterworth Heinnmann- Oxford,
1996.
[8] I. Nonaka and H. Takeuchi The Knowledge-Creating Company, Oxford
University Press, New York, NY, 1995.
[9] M. Polyani, The Tacit Dimension, Doubleday, New York, NY, 1967.
[10] R.B. Horton, T. Buck, P.E, Watersoton, C.W. Clegg (2001)
"Explaining intranet use with the technology acceptance model"
Journal of Information Technology, 16, 4, pp 237-249, 2001
[11] C.W. Choo, The Knowledge Organisation: How organisations use
information to construct meaning, create knowledge, and make
decisions, Oxford University Press, New York, 1998.
[12] M. Boisot Knowledge assets: securing competitive advantage in the
information economy. New York, NY: Oxford University Press, 1998.
[13] J.M. Firestone and M. McElroy, "The New Knowledge Management",
Knowledge Management, 6, 9, pp. 12-16, 2003.
[14] M.E. Porter, "What is Strategy", Harvard Business Review, 74, No. 6,
pp 61-78, 1996.
[15] J. Pierce, "Knowledge: Content or Context? - Irish Computer Society
Technical Views", The Engineers Journal, 56, 2, pp. 45-47, 2002.
[16] K. Harris, K. "So, you're a knowledge worker: What Do You Do All
Day"? Internal Report, Gartner Group.1999
[17] T.H. Davenport and S.C. Völpel, "The Rise of Knowledge Towards
Attention Management-, Journal of Knowledge Management, Vol. 5,
No. 3, pp. 212-222, 2001
[18] K.C. Laudon and J.P. Laudon, J.P. Management information systems:
Organization and Technology in the Networked Enterprise, Prentice
Hall, New York, 1999.
[19] H. Takeuchi, "Beyond Knowledge Management: Lessons from Japan",
Monash Mount Eliza Business Review, Vol.1, Issue 1, p21-29, 1998
[20] J. Liebowitz, "Knowledge Management and its Link to Artificial
Intelligence", Expert Systems with Applications, Vol. 20, No. 1, pp. 1-6,
2001.
[21] Y. Malhotra, Y. "Deciphering the Knowledge Management Hype",
Journal for Quality and Participation, Vol. 21, No. 4, pp. 58-60, 1998.
[22] D. Kelleher, and S. Levene, PAS 2001: Knowledge Management: A
Guide to Good Practice. British Standards Institution, London, 2001
[23] C.R. McInerney "Knowledge management and the dynamic nature of
knowledge", Journal of the American Society for Information Science
and Technology, 53, 12 pp 1009-1018, 2002
[24] L. Bassi, "Harnessing the power of intellectual capital", The Journal of
Applied Manufacturing Systems, Summer, pp 29-35, 1998
[25] K. Patton and A. Carlsen "Strategies, techniques and tools for
knowledge reuse", Internal Report, Sintef, Trondheim, Norway, pp 1-
24, 1998.
[26] D. Ulrich, "Intellectual Capital = Competence * Commitment", Sloan
Management Review, Winter, pp 15-26, 1998.
[27] T. Kotnour, C. Orr, J. Spauding and J. Guidi, "Determining the
Benefits of Knowledge Management Activities". In IEEE International
Conference on Systems Man & Cybernetics, Vol. 1, Orlando, Florida,
1997.
[28] S.P. Robbins, Organizational Behavior: Concepts, Controversies,
Applications, Prentice Hall, 1996.
[29] B. Marr, ÔÇÿKnown Quantities', Financial Management, February, pp. 26-
27, 2003.
[30] J. Birkinshaw, J. "Making Sense of Knowledge Management", Ivey
Business Journal, 65, 4, pp. 32-37, 2001.
[31] R.L. Englund and R.J. Graham, "From experience: Linking projects to
strategy", Journal of Product Innovation Management, 16, pp 52-64,
1999.
[32] K. Cormican and D. O-Sullivan, D. "A scorecard for supporting
enterprise knowledge management", Journal of Information and
Knowledge Management, 2, 3, pp 191-201, 2003.
[33] K. Kreiner "Tacit knowledge management: the role of artefacts",
Journal of Knowledge Management, 6, 2 pp 112-123, 2002
[34] P. Hildreth, C. Kimble, and P. Wright, P. "Communities of practice
in the distributed international environment", Journal of Knowledge
Management, 4, 1, pp 27-38, 2000
[35] M. Zack, "Managing codified knowledge", Sloan Management Review,
40, 4, pp 45-58, 1999.
[36] I. Nonaka, and Konno "The concept of BA - building a foundation for
knowledge creation", California Management Review, 40, 3, pp 40-54,
1998
[37] P.K. Ahmed ,"Culture and climate for innovation" European Journal of
Innovation Management, 1, pp 30-43, 1998.
[38] E. F. Stone-Romero, "Implications of Research Design Options for the
Validity of Inferences Derived from Organizational Research". The
SAGE Handbook of Organizational Research Methods. D. A. Buchanan
and A. Bryman (Eds), Sage, 2009.
@article{"International Journal of Business, Human and Social Sciences:50928", author = "K. Cormican and G. Coppola and S. Farina", title = "KM Practices in Service SMEs", abstract = "Knowledge management is a critical component of
competitive success in service organizations. Knowledge
management centers on creating new knowledge and utilizing
existing knowledge. While utilizing existing knowledge relates to
input and control and can lead to a reduction in costs; creating new
knowledge relates to output and growth and can lead to an increase in
revenue. Therefore managers must ensure that they can successfully
optimize the knowledge and talent in their organizations. To do this
they and must try to develop an environment that promotes the
generation, acquisition, transfer and use of valuable knowledge in
creative ways. However knowledge management is complex and
diverse. Research suggests that organizations in general and SMEs in
particular are finding it difficult to implement successful knowledge
management initiatives. Our research attempts to understand whether
organizations are adopting best practice initiatives in their
organizations. This paper presents findings from an exploratory study
of 139 SMEs operating in the tourism sector across Europe. The
goals of the survey is to assess the level of awareness of knowledge
and talent management strategies and methodologies and to
determine whether the responding companies implement best practice
knowledge management initiatives in their organizations Analysis of
the findings from the study are presented and discussed.", keywords = "service sector, small enterprise, success factors,
survey", volume = "6", number = "1", pages = "15-8", }
