Critical success factors for implementing knowledge management in small and medium enterprises

By Kuan Yew Wong. Industrial management & data systems, 2005

1,079 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/82001ce3d284e7db22d9ae9fd0ef21d6f6ea744b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Henri Inkinen
2. Aino Kianto
3. Tatiana Andreeva
4. Víctor Jesús García-Morales
5. Mark Loon
6. Donatella Busso
7. Dave S. Smith
8. Karen Lee

In Strategy and Management

1. Henri Inkinen
2. Tatiana Andreeva
3. Aino Kianto
4. Antonio J. Verdú-Jover
5. Víctor Jesús García-Morales
6. Mark Loon
7. Francisco Javier Lloréns Montes
8. Donatella Busso

Citations in the corpus

• Review of empirical research on knowledge management practices and firm performance (2016, background): “Especially, the results of this study extend the discussion on utilization of human resource management to KM (e.g. Hislop, 2003; Scarbrough, 2003; Wong, 2005), KM leadership (e.”
• Knowledge management enablers: a case study (2006, background): “…it was mentioned in many published papers, such as “Critical success factors for implementing knowledge management” (Skyrme and Amidon, 1997; Davenport et al., 1998; Liebowitz, 1999; Holsapple and Joshi, 2000; Hasanali, 2002; Chourides et al., 2003; Bose, 2004;Hung et al., 2005; Wong, 2005).”
• Top management knowledge value, knowledge sharing practices, open innovation and organizational performance (2019, background): “…and exploitative innovation in SMEs rather than larger firms (Lubatkin et al., 2006) and how top management support facilitates sharing of knowledge (Lee et al., 2016; Wang & Noe, 2010; Yew Wong, 2005) for enhanced performance (Pittino, Martinez, Chirico, & Galvan, 2018; Lee et al., 2016).”
• Antecedents and consequences of organizational innovation and organizational learning in entrepreneurship (2006, background): “We recognize that some other strategic factors/capabilities might be included in this model (Gharavi et al., 2004; Hung et al., 2005; Lin and Tseng, 2005; Wong, 2005); however, it was necessary to limit our model so that we could offer empirical evidence for our arguments.”
• Implementing strategically aligned performance measurement in small firms (2007, background): “…to operate effectively within a culture of adhocracy may be restricted by the fact that SMEs are also seen as suffering from ‘‘resource poverty’’ (Welsh and White, 1981), both in terms of human resources and financial stability and security (Abdul-Nour et al., 1998; Pelham, 1999; Wong, 2005).”
• Does Knowledge Management really matter? Linking knowledge management practices, competitiveness and economic performance (2012, methodology): “HRM policy and practice play a significant role in KM and are a powerful means of aligning employee efforts with the knowledge strategy of the firm (Hansen et al., 1999; Hislop, 2003; Scarbrough, 2003; Wong, 2005).”
• Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “Much criticism has also been leveled on the lack of a detailed understanding of the people-factors involved in, or relational aspects underlying the basic process of knowledge sharing (Storey and Barnett, 2000; Wong, 2005).”