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Incorporating the voice of older adults into all phases of research has the potential to make findings more relevant and impactful. Beyond the direct benefit, researchers have an ethical obligation to elicit the contributions of older adults into their work. Recently, organizations such as the Patient Centered Outcomes Research Institute in the United States, the Canadian Institutes of Health Research and the National Institute of Health Research in the United Kingdom have stepped up to accelerate the incorporation of public and patient voice into research, resulting in innovative engagement strategies for involving stakeholders, including older adults in research. However, those who are physically and mentally capable are more often included in research than those with multiple chronic conditions or living with disabilities. The ability to incorporate older adult voice into research is possible and has provided tangible benefits to researchers. Older adults have expertise based on their lived experiences that can provide invaluable insights on how to conduct research with real-world applications. Programmes such as the Bureau of Sages have worked to implement and disseminate best practices and guidelines for incorporating the voice of older adults into research. Principles for engaging older adults include flexibility, mutual engagement of the older adult and the researcher, time for rapport building and partner development and increased focus on accessibility. By working to understand these principles and overcome challenges to incorporating older adult voice into research, research will be more meaningful and relevant to the public, and will inherently include a focus on translation of research into practice.

The purpose of this study is to investigate the significance and impact of strategic knowledge management (SKM) practices and organisational change capacity (OCC) in improving strategic thinking and strategic orientation in small and medium-sized enterprises (SMEs) and their contribution in overall improvement of entrepreneurial performance.

Quantitative research methodology using partial least square structural equation modelling with data of 296 sample from the target group as managers and owners from various SMEs in the UK has been used in the study.

The findings suggest that SMEs that invest in SKM and OCC are more proficient at adjusting to fluctuations in the business landscape and develop effective strategies that lead to improved entrepreneurial performance. The study provides evidence that SKM encompasses more than just the acquisition and use of information. It also involves the establishment of a learning and innovation culture that facilitates strategic thinking and direction. Similarly, OCC is not just about implementing change but also about developing the agility and flexibility to adapt to market changes, consumer demands and technology.

According to the research, SMEs may boost their entrepreneurial performance and keep a competitive advantage in the modern, dynamic business environment by investing in SKM and OCC. The capacity of SMEs to implement SKM and organisational change should be encouraged and supported by policymakers and practitioners, who should also offer the necessary tools and assistance to do so.

This study offers a valuable addition to the previously published works on SKM and OCC within SMEs. It offers empirical data that highlights the significance of SKM and OCC in fostering strategic thinking, strategic orientation and ultimately, boosting entrepreneurial performance. The study also highlights the challenges faced by SMEs in implementing SKM and OCC and provides recommendations for overcoming these challenges.