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Conventional data envelopment analysis (DEA) models permit each decision-making unit (DMU) to assess its efficiency score with the most favorable weights. In other words, each DMU selects the best weighting schemes to obtain maximum efficiency for itself. Therefore, using different sets of weights leads to many different efficient DMUs, which makes comparing and ranking them on a similar basis impossible. Another issue is that often more than one DMU is evaluated as efficient because the selection of weights is flexible; therefore, all DMUs cannot be completely differentiated. The purpose of this paper is to development a common weight in dynamic network DEA with a goal programming approach.

In this paper, a goal programming approach has been proposed to generate common weights in dynamic network DEA. To validate the applicability of the proposed model, the data of 30 non-life insurance companies in Iran during 2013-2015 have been used for measuring their efficiency scores and ranking all of the companies.

Findings show that the proposed methodology is an effective and practical approach to measure the efficiency of DMUs with dynamic network structure.

The proposed model delivers more knowledge of the common weight approaches and improves the DEA theory and methodology. This model makes it possible to measure efficiency scores and compare all DMUs from multiple different standpoints. Further, this model allows one to not only calculate the overall efficiency of DMUs throughout the time period but also consider dynamic change of the time period efficiency and dynamic change of the divisional efficiency of DMUs.

The purpose of this paper is to examine the role of knowledge management (KM) capabilities on small to medium‐sized enterprises' (SMEs') organizational performance.

In this study, Data were collected from 30 SMEs in Iran. The present study employs a questionnaire survey approach to collect data for testing the research hypotheses. The response rate was 60 percent. Relevant statistical analytical techniques, including regression for analysis, were then used.

The results indicate that all three factors of KM capabilities (knowledge acquisition, knowledge sharing, and knowledge application) have positive and significant effects on SMEs' organizational performance.

The practical implication of the results is that managers need to actively manage their firm's human capital to stimulate its capability in managing knowledge acquisition, sharing, and application. Furthermore, research suggests appropriate investments in KM initiatives can enhance organizational performance.

The main contribution of the paper is to provide empirical evidence about the impact of KM capabilities on SMEs' organizational performance. Also the findings of the study are important for both practitioners and academics.