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This paper aims to highlight the degree of diffusion and intensity of use of knowledge management systems (KMSs) among small and medium enterprises (SMEs) in Brazil and apply a taxonomy that synthesizes the strategies of use of KMSs by the SMEs. In addition, it seeks to better understand the processes, practices and technologies of KM by SMEs, pointing improvements in the KMS of Brazilian SMEs and contributing to obtain better results in the search for efficiency and innovation.

Based on a literature review on KMSs used by SMEs, an empirical investigation was conceived, developed and conducted through online questionnaires involving 49 selected SMEs operating in several sectors.

This paper reinforces the results of the previous work of Cerchione and Esposito (2017) that point to the existence of a reciprocal relationship between KM-Tools and KM-Practices: one reinforces the other and vice versa. On the other hand, it indicates a difference in the behavior of Brazilian companies in relation to the sample of Italian companies studied by Cerchione and Esposito (2017), which presented a negative correlation between the general differentiation index and the general use intensity index of SMEs, while the Brazilian ones showed a positive correlation.

The study points out the need for greater dissemination of practices and tools to support knowledge management (KM), as well as greater support for the implementation and effective use of these practices and tools within the organizational context of SMEs.

This paper identifies the main practices and tools to support KM used by Brazilian SMEs, indicating the need for investments in employee training and acquisition of tools.

SMEs represent an important part of the generation of jobs and income in Brazil. Initiatives that lead to the successful implementation of tools and practices to support KM can increase the efficiency and productivity of these organizations.

This paper applies in a sample of Brazilian companies the taxonomy proposed by Cerchione and Esposito (2017) combining strategies of SMEs for the use of KMSs.

Structural and technological changes are driving functional reorganization in many organizations. To date, there are very few articles that explicitly, consistently and cumulatively focus on cross-functional integration. This paper aims to review and explore the literature that does directly address cross-functional integration.

The authors conducted a literature review within the general management domain for the time frame 2010 to 2020 and identified 71 relevant articles that provide an overview of current practices and trends.

This conceptual paper reviews this identified literature and outlines key trends, noteworthy articles and a summary of relevant theories, and provides an overview of outcomes linked to cross-functional integration in the literature. The paper concludes with a set of recommendations for practitioners and an outline of potential research areas for academic researchers, including a call for more theory integration, building and testing in the area of cross-functionality.

This paper is the first of its kind to attempt to summarize the literature on cross-functionality (published between 2010 and 2020), a currently very fragmented field of study spread out across different management disciplines.