Knowledge management at SMEs: five peculiarities

By Kevin C. Desouza, Yukika Awazu. Journal of Knowledge Management, 2006

509 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6b9359b66d891adc8c48c5542d954f4a83f17c54

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Citations in the corpus

KNOWLEDGE MANAGEMENT AND FIRM PERFORMANCE IN SMEs: THE ROLE OF SOCIAL CAPITAL AS A MEDIATING VARIABLE (2010, background): “As mentioned by Desouza and Awazu (2006) and Wong and Aspinwall (2004), SMEs can use their strong SC to access information and knowledge from their customers and associations more quickly and more directly, compared with larger organisations that need to employ consultants to acquire knowledge and i”
R&D internationalization in medium-sized firms: The moderating role of knowledge management in enhancing innovation performances (2019, background): “However, knowledge needs to be internally and externally managed with respect to a company’s country of origin, including its overseas R&D collaborations (Desouza and Awazu, 2006; Ferraris, 2014; Santoro et al., 2017).”
Intangible assets and performance (2011, background): “In SMEs, human capital is managed informally and the entrepreneur plays the role of knowledge “storage”, whereas organizational knowledge is being created, shared and transferred through members of the organization without the intervention of specific systems ( Desouza and Awazu, 2006”
Intellectual capital and corporate performance in knowledge‐intensive SMEs (2007, methodology): “According to Desouza and Awazu (2006) the organizational capital in an SME is primarily developed and maintained by the means of its employees.”
Disentangling the effects of organizational capabilities, innovation and firm size on SME sales growth (2013, unknown): “Consistent with this view, a study of small firms by Desouza and Awazu (2006), which draws primarily from cases, finds that SMEs have a knack for exploiting external sources of knowledge, and that larger organizations are less apt to exploit these same sources.”
COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, background): “(cid:129) Socialization (SECI Model): One of SMEs' strengths is that they tend to have the dominance of the socialization activity of the SECI cycle (Desouza & Awazu, 2006).”