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Cloud computing is a relatively new phenomena. It has rarely been examined in the context of the small to medium-sized enterprises (SMEs). The purpose of this paper is to examine the drivers and barriers to cloud computing adoption by SMEs in Ireland.

This study adopted an exploratory approach. A quantitative approach was adopted in the data collection phase. An online self-completion questionnaire was distributed by e-mail to 1,500 SMEs in Ireland. A response rate of 6 per cent was achieved generating 95 usable responses.

Findings from this study indicate that Irish SMEs are adopting cloud technology. The key driver identified is the resultant cost benefits for the firm. However, concern over continuous availability of the service is identified by the SME as a key challenge and is hindering widespread adoption of cloud technology.

This study whilst exploratory in nature, has laid the foundation for further research in the area of cloud computing adoption. This research should enable further studies to replicate this process with the possibility of extending the study to include other countries, on a larger scale and with a particular focus on the knowledge intensive business services sector. This study would benefit from adding a qualitative perspective to the research topic to add depth and enhance the “richness” of the data collected during the process.

This study concludes that policy makers and cloud providers need to provide assurances to SMEs over issues of continuous availability of the cloud service through increased and on-going investment in a high-speed, broadband infrastructure and through ensuring issues pertaining to standardization and compliance are resolved.

This exploratory research has illuminated this area through examining the drivers and barriers to cloud adoption by SMEs. In the Irish context, the benefits of engaging in such activity can reap many benefits. Of particular importance to a peripheral economy such as Ireland is the value of adopting cloud computing which is central to offering competitive advantage and controlling costs.

The purpose of this paper is to examine how the principles of talent management (TM) can be leveraged to enhance an organization's knowledge management (KM) initiatives.

This paper critically reviews the literature pertaining to the emerging concept of TM and specifically that which focuses on “smart talent management” i.e. the fusion of TM and KM concepts. The authors offer insights as to how TM can benefit KM and then discuss these insights with a focus group of KM practitioners.

The fusion of the two concepts has so far only been considered by human resource scholars who have tended to examine how learnings from the field of KM can be leveraged to advance TM. The authors confront the issue in reverse and identify five KM concerns – identifying key knowledge workers, knowledge creation, knowledge sharing, developing knowledge competencies, and knowledge retention – which they argue can be advanced through the application of TM principles. Their focus group confirms that these KM concerns can benefit from the integration of TM principles, but some more than others.

The fusion of TM and KM has so far only been considered from a HR perspective. This paper examines the fusion of the two concepts from a KM perspective. Five specific KM concerns which can benefit from the integration of a TM approach are detailed and then validated by a focus group of KM practitioners.