Knowledge Management Adoption, Capability, and Assessment for SMEs
Date Issued
2009
Date
2009
Author(s)
Hung, Ying-Hsun
Abstract
Abstract The global economic trend has shifted from “red-oceans” competition to “blue-oceans” innovation, but most companies are suffering because of low profits caused by hyper competition and OEM dead-end. Moreover, since the middle of 2008, the financial tsunami has caused serious damage to the global economy.ince 80% of the enterprises in Taiwan fall into the category of “Small and Medium Enterprises”, they lack the financial and systematic basis to introduce knowledge management practices and make innovations. The industrial structure and the size of companies are the major obstacles to companies internationalizing and strengthening their competitive advantages. Several researchers have explored the gaps in the knowledge management activities of enterprises. Their studies reveal that corporate performance is significantly influenced by those gaps. Knowledge management systems are not the first priority for SMEs. Senior managers do not see implementing KMS as the first “must-do” project. Our research aimed to clarify the misunderstanding of high expenditure on knowledge management systems adoption, and provided a novel approach for the most emergent knowledge management components to catch up the paces of their rival for the late adopter of knowledge management systems. How did we deal with them? The procedures of emergent knowledge management adoption were to:. Survey the present situation and actual state of knowledge management implementations by Knowledge Management Maturity Model (KMMM). Find out where are the bottlenecks (KM Gaps). Construct the KM adoption strategy by multiple criteria group decision-making approaches. (MCDM). Examine several alternatives with conflicting and non-commensurable criteria to reduce the gaps and progress to the next KM stage as soon as possible. (Revised VIKOR) Our contributions were to survey the gaps of KMMM achievements, and to provide an approach for the ranking of KM aspects by most-urgent aspects to reach the next stage as soon as possible. Group decision-making, the essence of KM, lets one considers multi-dimensional problems for the decision-maker, sets priorities for each decision factor, and assesses rankings for all alternatives.
Subjects
Knowledge Management
Small and Medium Enterprises
Multiple Criteria Decision Making
Knowledge Management Adoption
Knowledge Management Maturity Model
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