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In the context of resource scarcity, the affiliation of small and medium-sized enterprises (SMEs) to strategic networks has emerged as a fruitful path towards knowledge sharing as a reaction to fierce competition and with a view to enhance their innovative performance. In this framework, this paper aims to investigate the influence exerted by a specific relational design (i.e. types of strategic networks) and methodology (i.e. channels and content) of knowledge sharing on SMEs innovative performance.

A questionnaire-based survey with 102 top managers of European SMEs in the industrial field was conducted from June to August 2019 and a partial least squares structural equation modelling technique was used. The database was initially filtered to ensure the adequacy of the sample and data was analysed using the statistics software package SmartPLS 3.0.

The results concluded that the structural model explains 38.5% of the variance in SMEs innovative performance, indicating the positive effects exerted by offline and online and by competitive knowledge sharing on the dependent variable.

The study has both theoretical and practical implications in that it sets out a reference point for the key performance indicators for strategic networks structure, formation and development and, implicitly, for the selection of the most efficient relational design and methodology.

The pivotal originality elements reside in the advancement of a more comprehensive conceptual and structural model combining a two-fold operationalization of SMEs strategic networks (founded on business abilities or on the personality of the partner) and in the investigation of knowledge transfer processes at the inter-organizational levels within a context-centric approach.

The purpose of the present study is intended to fill a research gap, by advancing a conceptual model which brings novel insights on the relationships between socially responsible consumption and consumer’s need for uniqueness.

Relying on a questionnaire-based survey for data collection, the proposed model was tested using the partial least squares (PLS) algorithm for structural equation modeling (SEM), which allows the assessment of the models containing both formative and reflective constructs.

The research found that 73.7 per cent of the variance in the consumer’s belief in the importance of personal power to make a difference through socially responsible choices is explained by the proposed model. Moreover, four of the five factors of socially responsible consumption fully mediate the positive effect of the consumer’s need for uniqueness on the importance attached to personal socially responsible choices in driving positive change.

The study avails a phenomenological perspective by offering novel insights from a Romanian sample. The limitation associated with a country-centric vision is compensated through the contextual analysis and integration of a new point of reference in the overall framework of socially responsible consumption.

The evidence is indicative of new consumption insights and should be closely considered by companies.

The study draws upon a conceptual model integrating the relationships between socially responsible consumption and a psychological characteristic – the consumer’s need for uniqueness – which has been never tested as such before.

This paper aims to categorise the approaches to knowledge management (KM) by companies. In the literature, there is no consensus on a universal or “best” approach to KM. Especially, this paper singles out and discusses the variegated features that characterise the implementation of KM by small- and medium-sized enterprises (SMEs) having different characteristics.

A cluster analysis was used to detect the possible distinct traits of companies that have different approaches to KM. The unit of analysis is represented by small- and medium-sized knowledge intensive business services (KIBS) firms. Data were collected by means of an extensive survey of 223 companies in different European countries and sectors.

Three clusters were identified: Companies showing a relative “unconscious” attention to KM and implementing KM practices without particular awareness; Companies adopting a more conscious approach and using a significant number of KM practices; and companies with a marginal propensity towards KM.

This study considers only KIBS, and future research should include other economic sectors. In addition, a convenience sample was used.

This paper improves awareness of managers of small companies concerning different KM approaches that can be adopted. It highlights that a conscious adoption of a KM strategy involves the introduction of a set of consistent practices.

The topic of KM approaches by small companies is still underdeveloped in the literature. Also, the paper proposes a multi-contextual investigation that makes it possible to highlight the transversality of KM approaches across different countries or sectors.