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Knowledge transferring and small and medium enterprise’s (SME's) effectiveness: emerging insights and future directions

Roberto Biloslavo (Faculty of Management∕InnoRenew CoE, University of Primorska, Koper, Slovenia)
Rosa Lombardi (University of Rome La Sapienza, Rome, Italy)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 24 August 2021

Issue publication date: 12 October 2021

484

Abstract

Purpose

This paper aims to define knowledge transfer and small and medium enterprise’s (SME's) effectiveness. This research framework examines how employees understand, create and apply knowledge in a day-to-day working context, and how knowledge and other organisational factors influence knowledge transfer within the organisation.

Design/methodology/approach

A qualitative research approach was applied. The authors conducted semi-structured group interviews with the members of three departments of a small hi-tech company. All collected data were manually coded, using in vivo coding and discussed among the authors. As the continuation of the semi-structured group interview, the technique of cognitive maps was applied.

Findings

According to the results, the critical elements of knowledge transfer within small hi-tech companies seem (1) available slack time, (2) reciprocity and level of trust among employees, (3) social capital of employees and (4) practically oriented technical knowledge. It is also noted that the knowledge transfer is carried out to solve the problems identified by the employees, and these seek knowledge directly from the knowledge bearers who represent a kind of organisational memory.

Practical implications

Knowledge transfer in SMEs occurs almost exclusively face-by-face, and individuals involved pay attention to the time required by this process. The co-creation of an organisational space that allows and supports an open discussion within and between departments is therefore of fundamental importance in order not to preclude organisational learning. In addition, non-financial incentives must be established to help transfer tacit knowledge. This allows to overcome the difficulty of employees in recognising the organisational knowledge base that they see above all in themselves.

Originality/value

This paper throws additional light on understanding how knowledge transfer happens within small hi-tech companies. The applied qualitative research methods allow a better understanding of the “how” and “why” questions associated with the social processes surrounding knowledge transfer.

Keywords

Acknowledgements

The first author gratefully acknowledge the European Commission for funding the InnoRenew CoE project (Grant Agreement #739574) under the Horizon 2020 Widespread-Teaming program and the Republic of Slovenia (Investment funding of the Republic of Slovenia and the European Union of the European regional Development Fund).

Citation

Biloslavo, R. and Lombardi, R. (2021), "Knowledge transferring and small and medium enterprise’s (SME's) effectiveness: emerging insights and future directions", Business Process Management Journal, Vol. 27 No. 6, pp. 1747-1774. https://doi.org/10.1108/BPMJ-10-2020-0441

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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