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#4763. Knowledge transferring and small and medium enterprise’s (SMEs) effectiveness: emerging insights and future directions
| July 2026 | publication date |
| Proposal available till | 26-05-2025 |
| 4 total number of authors per manuscript | 0 $ |
| The title of the journal is available only for the authors who have already paid for |
| Journal’s subject area: |
| Business, Management and Accounting (miscellaneous); Business and International Management; |
| place 1 | place 2 | place 3 | place 4 |
| Free | Free | Free | Free |
| 2350 $ | 1200 $ | 1050 $ | 900 $ |
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Abstract:
This paper aims to define knowledge transfer and small and medium enterprise’s (SMEs) effectiveness. This research framework examines how employees understand, create and apply knowledge in a day-to-day working context, and how knowledge and other organisational factors influence knowledge transfer within the organisation. A qualitative research approach was applied. The authors conducted semi-structured group interviews with the members of three departments of a small hi-tech company. According to the results, the critical elements of knowledge transfer within small hi-tech companies seem (1) available slack time, (2) reciprocity and level of trust among employees, (3) social capital of employees and (4) practically oriented technical knowledge. It is also noted that the knowledge transfer is carried out to solve the problems identified by the employees, and these seek knowledge directly from the knowledge bearers who represent a kind of organisational memory. This allows to overcome the difficulty of employees in recognising the organisational knowledge base that they see above all in themselves. This paper throws additional light on understanding how knowledge transfer happens within small hi-tech companies.
Keywords:
Case study; Cognitive map; High-tech; Knowledge transfer; Organisational performance; SME
Contacts :
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)
Abstract:
This paper aims to define knowledge transfer and small and medium enterprise’s (SMEs) effectiveness. This research framework examines how employees understand, create and apply knowledge in a day-to-day working context, and how knowledge and other organisational factors influence knowledge transfer within the organisation. A qualitative research approach was applied. The authors conducted semi-structured group interviews with the members of three departments of a small hi-tech company. According to the results, the critical elements of knowledge transfer within small hi-tech companies seem (1) available slack time, (2) reciprocity and level of trust among employees, (3) social capital of employees and (4) practically oriented technical knowledge. It is also noted that the knowledge transfer is carried out to solve the problems identified by the employees, and these seek knowledge directly from the knowledge bearers who represent a kind of organisational memory. This allows to overcome the difficulty of employees in recognising the organisational knowledge base that they see above all in themselves. This paper throws additional light on understanding how knowledge transfer happens within small hi-tech companies.
Keywords:
Case study; Cognitive map; High-tech; Knowledge transfer; Organisational performance; SME
Contacts :
