Knowledge Management Implementation in SMEs: A Framework and a Case Illustration
Muhammadou M. O. Kah
In today's hyper-competitive marketplace it is pivotal for firms to master the art of integrating disparate sources of knowledge. Managing knowledge requires a complex combination of new tools, infrastructure, intellectual capital, processes, strategies, and their coexistence and integration with the existing ones. Although knowledge management (KM) implementation appears relatively risky and overwhelming, it starts with a few steps and requires assistance from inside and outside the organisation. This paper examines the implementation of KM from a dynamic capabilities perspective (Teece et al., 1997) and proposes a model that summarises the normative framework, which suggests that an organisation builds the requisite infrastructure to be in a position to embark on the path towards successful KM implementation. Based on a case study of a UAE based firm, this paper illustrates the utility of the framework as a guide in efforts to manage knowledge, draws practical recommendations for managers and policy makers enabling them to develop their organisations in the global knowledge economy. The paper also proposes ideas for future research.
Knowledge management (KM), adoption and implementation, infrastructure, dynamic capabilities, Middle East Countries
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