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In knowledge outsourcing, external knowledge providers, rather than in‐house experts, are contracted to provide services which result in the production of knowledge‐intensive assets for the organisation. The purpose of this paper is to present the notion of knowledge outsourcing as an alternative strategy for knowledge management.

A case study research method is adopted to examine the knowledge outsourcing processes and activities at a for‐profit higher education enterprise that has been successful in using a knowledge outsourcing approach in the development of its online courseware.

A general process model of knowledge outsourcing is developed from the case data. The paper also draws attention to three conditions under which knowledge outsourcing may be a suitable strategy for knowledge management. Additionally, two main areas of knowledge outsourcing risk, which are related to the quality of knowledge services and the effort required to manage the outsourcing relationship, have been identified.

Given that the study involves only a single case, the findings may likely be influenced by the peculiarities of the case, including the nature of the industry, availability of external experts and top management support. Going forward, a more refined theory for knowledge outsourcing can be developed through further empirical validation with more cases.

The notion of knowledge outsourcing is introduced to managers who wish to exploit external sources rather than relying on internal capability for knowledge creation.

This paper represents one of the earliest efforts to introduce the notion of knowledge outsourcing to the knowledge management community.

The aim of this paper is to make sense of the “funding gap” by exploring how and why informal entrepreneurial finance is made available to entrepreneurs. By challenging the epistemological and ontological assumptions of the “funding gap”, an enactment perspective of entrepreneurial finance, supported by a social constructionist stance, is proposed in this paper.

The study on which this paper reports was conducted through a longitudinal fieldwork process. Networks in two Chinese cities, Shanghai and Hong Kong, were chosen because of their differences in institutional context yet exceptionally high level of entrepreneurial activities.

This paper highlights the active role entrepreneurs play in managing their financial needs in the process of new venture creation. The results show that entrepreneurs are actively managing the demand as well as supply of entrepreneurial finance to narrow the “funding gap”. Furthermore, individuals work to fill the funding gap by creating required start‐up capital. In other words, the “funding gap” is not static or concrete; rather it is dynamic, manageable and in many cases is within individuals' power and ability to overcome.

The findings of this paper are particularly important to all stakeholders, including policy makers, educators, researchers, entrepreneurs and nascent entrepreneurs.

This paper contributes to the conceptual, methodological and practical knowledge in advancing understanding of the “funding gap”. First, it provides insight into the relationship between entrepreneurs and their environment that shapes the “funding gap”. Second, the findings suggested that a positive, supportive enterprise culture can be particularly useful in driving individuals towards entrepreneurship. Third, in terms of methodology, the author argues that an “inside‐looking‐lout”, interpretive, multi‐stage fieldwork and network as unit of analysis is particularly distinctive in revealing the complex process of managing entrepreneurial finance in the process of new venture creation.

This paper introduces the notion of knowledge outsourcing (KO) where external knowledge providers (KP), rather than internal experts, are contracted to provide knowledge services. The purpose of this paper is to examine the role of KO in knowledge management (KM) and the circumstances under which KO is most likely to be successful.

Using the case study approach, the fieldwork is done at Eduware, an organization that develops and markets e‐learning courseware. Apart from conducting semi‐structured interviews with diverse stakeholders in the organization, archival data from Eduware are collected for triangulation purposes.

On the basis of the case data, two distinct types of KO relationships have been identified in Eduware. Furthermore, the risks of KO included both product‐related and process‐related ones. Three conditions under which KO are most likely to be successful were: first, a lack of in‐house expertise; second, the availability of suitable external KP; and finally, a favourable business case.

A general process model of KO comprising the following steps is proposed: knowledge needs identification; knowledge sourcing; knowledge services negotiation; knowledge delivery; knowledge services monitoring; and knowledge utilization.

The dawning of a fast‐growing knowledge services industry raises new opportunities for organizations to support their KM initiatives through KO. Hitherto, there have been few works that examine the role of KO. This paper therefore serves to fill this research gap.

Integration is a critical success factor for achieving a mature level of e‐government. This research seeks to identify barriers to e‐government integration (EGI).

Semi‐structured interviews were conducted with 14 consultants with significant experience of e‐government projects. The interview transcripts were analysed by the researcher to identify barriers in EGI.

The findings resulted in a set of 17 barriers which were organised into one of four categories: strategy, technology, policy and organization. Strategy barriers include common e‐government goals and objectives, delivery timeframes, and ownership and governance. Technology barriers include architecture interoperability, data standards and legacy systems. Policy barriers include citizen privacy, data ownership and policy implications. Organization barriers include pace of government reform, legacy government processes and management and technical skills.

One of the limitations of the research is that it involved in‐depth interviews with a relatively small number of individuals. In addition, improvements in research procedure, such as the use of multiple interviewers, will go some way towards increasing the reliability of the research findings.

EGI is not simply a technical matter of getting IT systems to talk to each other. Stakeholders should engage in strategic planning and change management.

The paper has identified a set of barriers in e‐government. Certain barriers, specifically in the area of policy, are particular to e‐government projects. A model of EGI, based on a synthesis of government relationships, is also proposed.

This paper attempts to understand the reasons for knowledge management (KM) project failure.

Five well‐documented cases of KM project failure in the current literature are reviewed. For each case, the authors examine the circumstantial elements of the failure, including the rationale and intended objectives of the KM project, the outcomes of the project and the reasons that led to project failure.

From the review, two observations are made. First, KM failure factors fall into four distinct categories, namely, technology, culture, content, and project management. Second, KM projects can be traced along a three‐stage lifecycle, comprising initiation, implementation, and integration.

The findings are discussed and finally synthesized into a model of KM project failure. The model serves as a starting‐point for future research in KM project implementation.

Practitioners may use the model as a risk identification tool for KM project implementation.

This paper highlights the fact that KM project failure is a reality with which both practitioners and researchers have to reckon. Additionally, it leverages on the experiences of five KM failure cases and develops a model that allows KM failure factors to be pre‐empted.

To examine the causes of knowledge management (KM) failure.

A multi‐case analysis approach was used to review five documented cases of KM failure in the literature. Categories of risk were identified through an iterative analysis of each case.

There are four main categories of risk associated with KM failure, namely technology risk, culture risk, content risk and project management risk. The nature of these risks differs dependent upon the stage of a KM project.

A limited number of cases were reviewed.

Practitioners need to proactively manage risk to avoid failure in KM projects.

Proposes a taxonomy of KM risk.

The Metropolitan Police has become the first police force in the United Kingdom to buy its own helicopter.

Despite the importance of marketing to the success of entrepreneurial ventures very few researchers have studied the links with new business performance. The purpose of this paper is to examine a number of marketing practices in relation to the performance of new firms. Furthermore, the study considers the moderating influence of market competitiveness on the marketing practice-performance relationship.

Both postal and web surveys were utilized to collect responses from 128 entrepreneurs in the early stages of business creation. The data were subjected to exploratory and confirmatory factory analyses to establish the marketing practices in new ventures. These results were then subjected to hierarchical regression analysis to study the marketing-performance relationship. Further analysis was conducted to explore the moderation hypotheses.

The results demonstrate that some practices generally associated with marketing – selective distribution, market segmentation and advertising – have limited impact on performance in new ventures. In contrast, other practices such as product/service innovation, market research and service quality and functionality – do help establish competitive advantage. The results suggest that marketing practices associated with “entrepreneurial behaviour” and not “hard” marketing techniques drive new venture success. The results also support the moderation hypotheses confirming that market conditions help explain the role of marketing in new venture success.

The paper offers a new theoretical framework to better understand the marketing-performance relationship in new ventures and offers suggestions as to the specific conditions for effective use of various marketing practices.

This is one of the first attempts to explore the underlying mechanisms that support marketing practices in new ventures. It reveals the hidden dimensions of the marketing-performance relationship and thereby makes a contribution to both the marketing and entrepreneurship literatures.

This chapter delves into the impact of digital initiatives on firms and sheds light on how they can be explained through market reactions and the resource/capabilities mechanism. By providing a novel conceptual framework that reflects the potential impact of digital initiatives on the sensing, seizing and transforming capabilities of dynamic capabilities, this chapter reveals the tremendous potential of digital initiatives to help firms become more adaptive to their environment and create sustainable competitive advantages that elicit positive market responses. This conceptual framework represents an original contribution to the literature. It enhances the understanding of the resource-based view and efficient market hypothesis, providing a fresh perspective on the influence of digital initiatives on firm performance and the dynamic capabilities mechanism that has hitherto been overlooked. As a result, this chapter enables researchers to develop testable hypotheses that examine the causal relationships between digital initiatives, dynamic capabilities and market performance using robust quantitative research methods. Furthermore, this chapter offers valuable insights for managers seeking to develop a more focused approach to digital transformation and enhance their competitive advantage. By exploring the impact of digital initiatives on sensing, seizing and transforming capabilities, managers can gain a deeper understanding of how they can leverage digital initiatives to improve their organisational performance and respond more effectively to the demands of an ever-changing landscape.

To map and evaluate current research and policy evidence from a major conference against the seven strategic themes published in the UK's Small Business Service policy document; draw conclusions concerning the research underpinning; and provide guidance for the future direction of research.

Evidence is presented from an analysis of 180 papers and research presentations combined with expert opinions and perspectives from participants at the 28th Annual Institute of Small Business and Entrepreneurship Conference in November 2005. The evaluation framework is formulated on the seven themes and includes an analysis of the research methods employed.

Rapid growth evidenced in volume and diversity in small business and entrepreneurship research activity. The international community of researchers is growing with a greater preparedness to share findings and experiences. The engagement of more policy makers, advisors and practitioners together with researchers may improve the utility and effectiveness of research in terms of policy development and the communication of best practice.

A wide‐ranging definition of research is employed, i.e. incorporating the more usual refereed papers but also working papers, practitioner papers and outcomes from the debates in plenary sessions and tracks. The evidence does, however, provide a snapshot of the research in the field, encompassing a significant proportion of ongoing work.

Researchers need to utilize more effectively prior research to inform their own research and more effort is needed to integrate existing research within the relevant theme or field, both nationally and internationally.

This represents a unique study which takes a snapshot of the current research in the SME field, incorporating the work of researchers, policy makers and practitioners.