Categorización de los efectos de las prácticas de gestión del conocimiento en las pymes: una revisión de la literatura

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doi:10.18845/te.v18i1.6948

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Article • Tec Empre. 18 (1) • Jan-Apr 2024 • https://doi.org/10.18845/te.v18i1.6948 linkcopy

Categorización de los efectos de las prácticas de gestión del conocimiento en las pymes: una revisión de la literatura

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Abstract

Large firms have managed to design robust knowledge management (KM) systems that help to create more effective responses to turbulent environments. On contrary, small and medium-sized enterprises (SMEs), which often suffer from the liability of smallness, usually carry out KM practices in a more informal and less planned manner. The objective of this research is to characterize the effects of KM practices in SMEs. The designed documentary review systematically analyzed 276 publications in journals indexed in Scopus in 2022. The main results suggest a tendency to study the dimensions of KM, such as dynamic technological capability, human capital, and their effects on financial and innovative performance, among others. The findings contribute to the literature by reordering information provided by scientific publications and revealing the dependent, mediating, and moderating variables linked to KM that are currently used by SMEs.

Keywords: Knowledge management; intangible assets; innovation; literature review; SMEs

Autor	Title	Contributions
(Durst et al., 2023)	Knowledge management in SMEs: a follow-up literature review	The authors confirm that implementation areas of KM, perception of KM, and knowledge transfer are topics widely studied. In that sense, it is possible to deduce that identification, creation, exploitation, and measurement knowledge should be learned better.
(Saratchandra and Shrestha, 2022)	The role of cloud computing in knowledge management for small and medium enterprises: a systematic literature review	The study addresses the role of cloud-based KM systems (C-KMS) in SMEs. They found that adopting C-KMS provides an economical and strong foundation to manage knowledge, improve the availability, and codify knowledge in SMEs
(Sartori et al., 2020)	Specificities of SMEs relevant to knowledge management: A systematic literature review	The results show consolidation of state of the art about KM in SMEs making easier its practical application
(Massaro et al., 2016)	Knowledge management in small and medium enterprises: a structured literature review	The authors say research in KM in the SMEs context is fragmented and not related; with few comparative studies, and some countries are few linked to research
(Grace, 2009)	Wikis as a knowledge management tool	The study addresses the usefulness of wikis and their possible role in the process of management and exchange of knowledge among SMEs
(Valkokari and Helander, 2007)	Knowledge management in different types of strategic SME networks	The study presents a characterization of the strategic networks of SMEs and their challenges in KM. Share knowledge is a strategy that influences the cooperation and outcomes that firms can achieve
(Riege, 2005)	Three-dozen knowledge-sharing barriers managers must consider	The review offers a catalog of barriers SMEs must overcome to exchange knowledge. Furthermore, the author identified that organizations and implementation processes are unique and different

Document Type	Quantity	Percentage
Articles	201	66,1 %
Conferences papers	43	14,1 %
Books chapters	39	12,8 %
Reviews	14	4,6 %
Books	6	2,0 %
Conferences reviews	1	0,4 %
Total	304	100,0%

Emerging categories (KM dependent variables)	Number of categories
Performances	22
Innovation	22
Reconfiguration in learning organizations	19
Processes improvement	13
Behavioral	10
Organizational transformation	10
Social development	9
Organizational capabilities	8
Management	5
Convergence	4
Total	122

Open category	Previous theory	Emerging categories
Company performance	(Alegre et al., 2011; Alshanty et al., 2019; Bhatti et al., 2020; Escobar et al., 2019; Horvat & Bobek, 2017; Khan et al., 2019; Khraishi et al., 2022; Lee & Rosdi, 2017; Permatasari et al., 2022; Potjanajaruwit, 2021; Salojärvi et al., 2005)	Performance
Economic performance
KM performance
Export performance
Financial and non-financial performance
Innovative performance
Sustainable performance
Quality
Competitiveness
Economic consequences
Competitive strategy
Exploration and exploitation in performance
Pandemic (response)
Productivity
Superior performance
Cost-effectiveness
Response to the environment
Marketing results
Key results
Customer satisfaction
Solutions
Competitive advantages

Open category	Previous theory	Closed category	Emerging categories
Open innovation	(Alegre et al., 2011; Alshanty et al., 2019; Chuan et al., 2017; Hock-Doepgen et al., 2021; Khraishi et al., 2022)	Performance	Innovation
Employee innovation
Innovation of processes and products
Innovation of products, processes, and management systems
Innovation in business model
Frugal innovation
Radical innovation
Green innovation
Offshore innovations
Innovation quality
Performance of new products
Industrial design performance
Coherence of the strategic configuration of innovation		Actions
Effectiveness in innovation strategy
Innovation expectations
Flexibility for product innovation
Imperfections of the innovation process
Innovative work behavior
Innovation implementation
Innovation speed
Manage complex product development activities
Innovation front end

Open category	Previous theory	Closed category	Emerging categories
Information access	(Desouza & Awazu, 2006; Hardwig, 2020; Mundy, 2016; Pratten, 1991; Weaven et al., 2021)	Learning process	Reconfigure themselves into learning organizations
Body of knowledge
Active learning
Organizational learning
Knowledge creation
Creation of intellectual property
Creation, transfer, and integration of knowledge
A central repository of information
Corporate reports
Adopt KM		Human resource
Knowledge transfer
Allocation of R and D resources		Management
Capturing and managing intellectual capital
Control the management of knowledge resources
Motivations for managing intangible assets
Decision support system
Explicit knowledge		Knowledge
Tacit knowledge
Knowledge retention

Open category	Previous theory	Closed category	Emerging categories
Save of time and money	(Alshanty et al., 2019; Bhatti et al., 2020; Horvat & Bobek, 2017; Khan et al., 2019; Lee & Rosdi, 2017)	Performance	Process improvement
Value creation
Empowerment of the organization
Business excellence
Degree of internationalization
Business proactivity
Access to international purchases		Processes
Favorable attitudes of SMEs
Misalignment between knowledge and KM systems
Internationalization strategies
Integrated operations
Participation in public tenders
Design delivery times

Open category	Previous theory	Closed category	Emerging categories
Knowledge governance acceptance	(Bueno, 1998; Davenport & Prusak, 1998; Desouza & Awazu, 2006; Donate & Sánchez de Pablo, 2015; Ditillo, 2012; Durst & Wilhelm, 2012; Riege, 2005; Scuotto et al., 2020; Tomasini, 2001; Willis & Tucker, 2001)	Human resource	Behavioral
Assimilation and exploitation in internationalization
Assimilation of ICT KM
Commitment
Empowerment of individuals
Worker productivity
Learning culture		Business
Culture of trust
Culture of knowledge
Human resources management

Open category	Previous theory	Emerging categories
Absorption capability	(Barney, 1991; Hardwig, 2020; Penrose, 1959; Pratten, 1991; Teece et al., 1997; Weaven et al., 2021; Wernerfelt, 1984)	Organizational capabilities
Ability to grow
Innovation capability
Survivability
Brand capabilities
Dynamic capabilities
Intellectual capital
Technological flexibility

Open category	Previous theory	Emerging categories
Adoption of electronic commerce in the supply chain	(Chuan et al., 2017; Desouza & Awazu, 2006; Gray, 2006; Hardwig, 2020; Hassan & Raziq, 2019; Hutchinson & Quintas, 2008; Nonaka & Takeuchi, 1995; Pratten, 1991; Tokman, 1992; Väyrynen et al., 2017; Weaven et al., 2021)	Organizational transformation
Blockchain
Business behavior
Knowledge of internationalization
Design of production systems
Export
Level of knowledge of internationalization
Preparation for internationalization
Strategic renewal
Electronic commerce systems
Quality of life of the regions		Social development
Growth of businesswomen
Economic growth
Business growth
Strategic entrepreneurship
Successful supply chain implementation
Importance for SMEs
Framework for internationalization
Sustainability
Stable and long-term business network strategy		Convergenc
Knowledge sharing
Transparent interoperability
Platforms that induce networks and conversations
Manage risks		Management
Open interaction with employees
SMEs owner
Sense of opportunity
Decision making

Open category	Closed category	Previous theory	Emerging categories
Knowledge sources	Resource	(Agostini et al., 2020; Barney, 1991; Desouza & Awazu, 2006; Durst & Wilhelm, 2012; Hardwig, 2020; Hutchinson & Quintas, 2008; Martinez-Conesa et al., 2017; Penrose, 1959; Pratten, 1991; Teece et al., 1997; Weaven et al., 2021; Wernerfelt, 1984)	Organization characteristics
Structural capital
Open innovation	Capability
Business capabilities
Dynamic capabilities
Knowledge of internationalization
Quality competitive ability
Functional flexibility	Operations
Collaboration
Innovation culture
Interaction with knowledge assets
Internet technology SMEs	Business models
Export marketing	Business processes
Strategic business orientation
Customer KM
Marketing orientation
Customer immersion
Innovation networks	Innovation actions		Innovation capability
Innovation intermediaries
Innovation Climate
Development of innovations	Innovations
Product innovation
Ambidextrous Innovation

Open category	Previous theory	Emerging categories
TIC	(Bueno, 1998; Chuan et al., 2017; Davenport & Prusak, 1998; Ditillo, 2012; Gray, 2006; Hassan & Raziq, 2019; Nonaka & Takeuchi, 1995; Petrov et al., 2020; Scuotto et al., 2020; Sveiby, 1997; Tomasini, 2001; Väyrynen et al., 2017; Willis & Tucker, 2001).	Dynamic technology capability
Platforms
Web 2.0 technologies
Human factor		Human capital
Promotion of confidence and motivation
Independence orientation
Knowledge transfer		Knowledge creation and flow
Knowledge sharing
Organizational learning
Knowledge creation process

Open category	Previous theory	Closed category	Emerging categories
Tacit knowledge	(Desouza & Awazu, 2006; Durst & Wilhelm, 2012; Hall, 1979; Hardwig, 2020; Hutchinson & Quintas, 2008; Martinez-Conesa et al., 2017; McAdam & Reid, 2001; Pratten, 1991; Rodríguez-Ponce et al., 2010; Tokman, 1992; Velandia et al., 2016; Wang & Wang, 2020; Weaven et al., 2021; Xie et al., 2020)	Resource	Organizational characteristics
Absorption capability
Financial and systematic basis (-)
Organizational Facilitators		Capability
Competitive intensity
KM operation		Operations
Frequency of investments in research and development
Industry		Business models
Size
Family business
Age		Context
National culture
Adoption barriers (-)

Open category	Previous theory	Emerging categories
Employee education level	(Desouza & Awazu, 2006; Hutchinson & Quintas, 2008; Pratten, 1991; Tokman, 1992; Velandia, et al., 2022)	Human capital
Risk-taking tolerance
Attitude to innovate
Technology orientation
Predominant management philosophy
Ability to perceive the market

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None Escuela de Administración de Empresas del Tecnológico de Costa Rica, Cartago, Cartago, CR, 159-7050, 506 25509052, (506)-2550-2248 - E-mail: jleiva@tec.ac.cr

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[TFN1] Source: Data taken from Scopus.