Information technology integration for accelerated knowledge sharing practices: challenges and prospects for small and medium enterprises
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Author(s)Patrick AjibadeLink to ORCID Index: https://orcid.org/0000-0002-8608-8378
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Ezra M. Ondari-OkemwaLink to ORCID Index: https://orcid.org/0000-0002-3424-7971
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Mamadi M. Matlhako
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DOIhttp://dx.doi.org/10.21511/ppm.17(4).2019.11
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Article InfoVolume 17 2019, Issue #4, pp. 131-140
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105 Downloads
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Creative Commons Attribution 4.0 International License
This paper argues that business enterprises in this competitive global market cannot compete and remain sustainable without effective knowledge sharing to improve business intelligence processes. The central argument hinges on the deployment and use of information technology (IT) as strategic tools to promote business decision making through quick business data analysis and dissemination of business ideas across business units and locations. The study reiterated the critical role IT plays in facilitating a culture of organizational learning and knowledge sharing practices. The study utilized surveys and questionnaires that were distributed to 230 small and medium enterprises (SMEs), and both descriptive and inferential statistics were used to present the results. Findings showed that firms are still using one-on-one meeting to share knowledge, while knowledge sharing activities are controlled through a rigid and inflexible process at the top management level, thereby hindering knowledge flow that is crucial for real-time decision making. The advances in IT have not been used advantageously to improve knowledge sharing and to advance business management. The paper concludes that without strong positive correlation between IT infrastructure integration, and communication strategies and knowledge sharing, the SMEs may not be able to compete in a highly competitive knowledge economy. Consequently, they may lose leverage to another competitor with more robust and mature IT infrastructure alignment for sharing business analytics and intelligence efficiently. A technologically driven, open, and informal approach to knowledge sharing for productive and innovative engagement is recommended. Furthermore, the use of IT that can promote agile and real-time knowledge sharing is recommended.
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JEL Classification (Paper profile tab)D80, D83
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References21
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Tables1
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Figures2
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- Figure 1. IT alignment lifecycle
- Figure 2. Communication channels for facilitating the introduction of innovative products
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- Table 1. The levels of SME’s IT integration to promote knowledge sharing practices
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Knowledge management technology: human-computer interaction & cultural perspective on pattern of retrieval, organization, use, and sharing of information and knowledge
Knowledge and Performance Management Volume 1, 2017 Issue #1 pp. 46-54 Views: 3304 Downloads: 782 TO CITEKnowledge Management (KM) implementation is as much a challenge as it is a great opportunity for businesses worldwide in several sectors. The controversy over its worthwhile application persists among practitioners and scholars, with claims having arisen that business opportunities and performance are enhanced through KM adoption. Conversely, challenges regarding effective implementation of KM concerning individuals’ behaviors, beliefs, and practices prompt significant questioning regarding its complex basis: individual-technology-process-production. The purpose of this work is to shed light on some perspectives for the effective adoption of knowledge management technology, the consolidation of a favorable and aligned organizational culture, and patterns of use and retrieval of information in organizations. This study brings into focus the concept of knowledge management and technology, and culture in the organization through a systematic literature review and based on the researcher’s hypothesis and observations that successful KM implementation results from a clear understanding of its multidisciplinary, complex, and multifaceted process, which requires a methodical and strategic business practice concerning the application of technological tools, the establishment of a learning culture through shared vision of business’ and individuals’ needs, and consequential enhancement of processes and solutions. It concludes that investment in KM practice and the consolidation of a learning culture are correlated, reflecting a type of leadership that is favorable to the flow of information, generation, and sharing of knowledge (the intellectual capital) and optimization of decision making and business performance.
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An assessment of informal SMEs’ potential in an African economy – theoretical and conceptual framework
Public and Municipal Finance Volume 7, 2018 Issue #2 pp. 1-13 Views: 2700 Downloads: 286 TO CITE АНОТАЦІЯInformal Small and Medium Enterprises (SMEs) play a key role in their respective economies over the world particularly in the African continent. This paper reviews various theories on SMEs towards understanding the potential of the informal sector in the context of African countries. The paper uses a theoretical approach for the purpose of assessing the challenges that have affected the development of the informal SMEs sector over the years in both the developing and developed world. Economically developing countries in Africa pose unique challenges to informal SMEs development compared to the developed countries. The paper reviews the theories that define the rise to informality in Africa by identifying the key determinants for the emergence of informal SMEs. A conceptual framework for assessing informal SME’s potential for Africa is developed. The conceptual framework is based on the Fishbone diagram developed by Kaoru Ishikawa (1986). This paper discusses the intricacies of the applicability of the proposed conceptual framework to assess the potential of the informal SMEs in Africa and the way forward for the formalization debate.
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Challenges of small and medium enterprises during the COVID-19 pandemic: Case of Georgia
Amiran Maglakelidze ,
Gulnaz Erkomaishvili
doi: http://dx.doi.org/10.21511/ppm.19(4).2021.02
Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 20-28 Views: 2409 Downloads: 984 TO CITE АНОТАЦІЯThe COVID-19 pandemic has had a significant impact on small and medium enterprises (SMEs). The purpose of this study is to assess the impact of the COVID-19 pandemic on SMEs in Georgia, identify the challenges of SMEs in pandemic conditions, and analyze government economic policy measures. For this purpose, 102 small and medium entrepreneurs from different regions of Georgia were interviewed. The survey was conducted by sending a questionnaire through digital channels. The results were processed using data analysis, quantitative and qualitative research methods, and presented graphically. As a result, key challenges and development directions that are typical for SMEs operations in Georgia during the pandemic were identified. For 60.8% of surveyed SME owners, lockdown is the main challenge. Sales volume of 45.1% of SMEs decreased. In addition, 39.3% of the surveyed SME owners increased the innovative capabilities of a company and 37.2% increased the sales volume of a company through digital channels. The main challenge of the pandemic, lockdown, gave impetus to a change in entrepreneurial behavior. In a pandemic, entrepreneurial activity has become more favorable through digital channels. During the pandemic, there is a need to continue the government’s program of tax incentives and subsidies for SMEs. In addition, the government should promote education in the fields of entrepreneurship, innovation, and technology.
